Bring an idea or brand to life.
ReSpark brought two companies together in 72 hours, from script to screen.
The brief
This was external communication for partners, consumers, and clients.
They already knew the two companies separately. The film had to make the change between them feel like something worth noticing.
The question was not whether to announce the merger. It was what people should understand when they saw it.
The films had two jobs at once: create excitement about what was new and reassure clients that the products, service, and relationships they trusted were still there.
The announcement was happening on stage at a major recycling convention in Las Vegas. News had leaked early, booths still carried the old names, and the team needed the new company to feel real before every part of the identity was ready.
The constraint
The call came about a week before the announcement. The merger was ready to go public, but there was no finished logo and no final visual identity. Old company names were still visible around the event.
The job was to give the announcement enough structure and energy to move before the identity was complete.
The decision
The structure had to hold the announcement before the final logo arrived. The two companies became one visual and narrative system, with the new mark added when it landed.
The creative spine was talking heads only: keynote declarations, statements rather than questions, one industrial-rock track, and graphic cards that landed on the downbeats.
The build
The films used talking heads, keynote-style declarations, one industrial-rock track, and graphic cards landing on the downbeats. The work created momentum without pretending the identity was settled earlier than it was.
The source material was a 46-minute raw footage compile. It was diarized and turned into an edit bible, a 13-concept menu for future films, and two finished announcement films: one for staff and one for leadership.
The first edit system was built in one day. The films were delivered the following Monday and approved five days later.
The result
The films made the merger feel like a public moment rather than an administrative update.
They created excitement internally and externally and generated significantly higher-than-usual engagement on LinkedIn.
The new company arrived with momentum while existing clients were given a reason to feel confident about what came next.
The new mark could arrive at the release beat instead of holding the whole announcement hostage. The system was ready before the identity was finished.
Questions
What did the announcement need to achieve?
It needed to make partners, consumers, and clients see the merger as a meaningful change in the market, not just two names being placed together.
How do you make a merger feel exciting when the identity is not finished?
Build the structure around the significance of the change, then leave the final mark a place to arrive. The logo does not need to exist on day one for the story to work.
How did you reassure clients?
The films communicated that the company was becoming more capable while the relationships and products people relied on remained in safe hands.
What did the film use as its visual language?
Talking heads, direct declarations, an industrial-rock track, and graphic cards that landed with the music. The tone was confident and energetic without becoming a feature demo.
What was the result?
The films went out on time, created a strong internal and external response, and generated significantly higher-than-usual LinkedIn engagement.
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