The diagnosis
A rebrand with no visual infrastructure behind it
My first step was not execution - it was audit. I mapped every existing touchpoint to understand where visual consistency was breaking down and why content was not converting. The issues were structural: video was too long and misaligned with buyer stage, the website was product-feature-focused rather than outcome-focused, and there was no system connecting any of it. LinkedIn posts felt different from emails, emails felt different from demos, demos felt different from the site. Every piece existed in isolation.
The strategic decision was to build a visual system first - a set of standards that would govern every output - before touching any individual piece. That meant holding off on quick fixes in favor of a foundation that would scale.
Before and after - the same company, a completely different visual story
The approach
A visual system built to scale across every channel
Rather than treating each channel as a separate project, I designed the system around a single question: does this look and feel like the same company a buyer would see at every stage of their journey? That meant establishing visual standards for motion, typography, color usage, and photography before a single new asset was created.
One of the early strategic decisions was to invest meaningfully in YouTube - a channel the team had largely ignored. I made the case internally for treating it as a full-funnel content platform: thought leadership at the top, product content in the middle, customer stories at the bottom. Getting there required buy-in from sales, marketing, product, and executive leadership - none of whom reported to me.
Working cross-functionally with sales, marketing, product, sales enablement, HR, customer success, and the executive team meant creative decisions were never made in isolation. Every strategic shift required building a business case, translating brand thinking into revenue language, and aligning stakeholders with competing priorities. That is where a significant amount of the real work happened.
Video
Rebuilt the video strategy around funnel stage. Top-of-funnel needed short, kinetic, product-forward content. Middle-of-funnel needed credibility and depth. I created template systems for both so any future production would stay on-brand without starting from scratch.
Web
Repositioned the site from product-usage-focused to outcome-focused. The strategic shift was visual - moving from a light, functional aesthetic to a dark, bold, venue-energy-driven design that communicated market leadership before a word was read.
Email and Social
Established visual standards for the Venue Pulse prospect newsletter and LinkedIn content. The goal was brand consistency at every touchpoint - so a buyer who saw a LinkedIn post and then received an email would feel the same company, not two different teams.
Events and Out-of-Home
A visual system only proves itself at scale. Seeing Momentus brand assets on the main screen at Accor Stadium in Sydney was the validation - a system designed to hold up anywhere, holding up in an 83,000-seat venue.
Video work
Two jobs. Two formats. One visual language.
The video strategy was built around a deliberate funnel framework. Top-of-funnel content needed to stop a prospect mid-scroll and create enough curiosity to drive a demo request. Middle-of-funnel content needed to build trust with a buyer who was already evaluating - replacing lengthy sales rep demos with credible, well-produced content that respected their time.
Top of funnel - Product launch
Momentus AI - Ask Mo Product Video
Designed to announce Momentus AI to the market and drive immediate demo requests. Short, energetic, and built to communicate the product value proposition before a prospect loses interest.
Middle of funnel - Thought leadership
Populous Interview - Momentus Innovators Series
The thought leadership series was a strategic decision to build credibility with buyers who were not yet ready to convert. Featuring Populous - one of the world's leading stadium and arena architecture firms - as the first interview was intentional. Their credibility transferred.
Brand and web
From flat to field-level energy
The website redesign was a strategic reframe, not a visual refresh. The old site communicated what Momentus did. The new site communicates who Momentus serves - the people who run the world's most iconic venues and events. That shift in perspective drove every design decision: the dark aesthetic, the kinetic motion, the results-forward messaging.
The redesigned site drove an 83.1% month-over-month increase in organic performance, with the homepage up 95% and some pages up as high as 962.5%. Engaged sessions grew 75.2% year-over-year. The site moved from position 19 to position 1 for "sports event management software", position 4 to position 2 for "venue management software", and from unranked to position 9 for "conference event software". Brand mentions in AI search results increased 60%.
Email, social and newsletter assets
A brand that holds together in every inbox and feed
The email and social asset system was built on the same visual standards as everything else - consistent typography hierarchy, consistent use of venue photography, consistent color language. The goal was to eliminate brand inconsistency that was undermining trust with prospects who encountered Momentus across multiple touchpoints before converting.
Accor Stadium, Sydney - 83,000 seats, one visual system
Results