To rebrand, or not to rebrand?
Combining five creator brands into one unified platform creates customer confusion and fragmented marketing spend. Danielle Pederson, CMO of Amaze, led the consolidation of five distinct creator commerce solutions under one corporate umbrella without losing individual brand equity. She implemented a phased taxonomy approach using "by Amaze" modifiers, unified three separate CRMs into HubSpot, and created a scalable framework that allows new acquisitions to integrate immediately into the brand architecture.
Episode Chapters
-
01:27: Recognizing the Clarity Problem
The company discovered employees couldn't explain what Amaze does to their relatives, revealing a fundamental clarity issue rather than a traditional brand problem.
-
02:52: Understanding the Creator Portfolio
Each acquired brand serves creators differently - from product launches and marketplace visibility to website design - all focused on helping creators monetize their audiences.
-
04:08: Building the Umbrella Strategy
The rebrand used taxonomy and naming conventions to create a systematic approach, graduating existing brands to "by Amaze" rather than deprecating them entirely.
-
06:57: Starting with Architecture First
Unlike traditional rebrands that begin with mission statements, this approach prioritized building a flexible framework that could accommodate future acquisitions seamlessly.
-
08:25: Managing Marketing Resource Allocation
The rebrand strategy maintains individual solution marketing while building corporate brand recognition through the "by Amaze" modifier across all touchpoints.
-
10:07: Executing Phased Implementation
The rebrand rolled out incrementally to build trust with employees and audiences while protecting engineering and operations teams from disruption.
-
12:24: Justifying Rebrand Investment
The business case focused on velocity rather than vanity, demonstrating how unified branding would consolidate fragmented marketing spend into one focused growth strategy.
-
15:32: Learning from CRM Integration
Attempting to merge three different CRMs during the rebrand revealed that technology stacks don't create clarity - strategic alignment does.
-
16:37: Public vs Private Marketing
Marketing at public companies requires selling proof rather than vision, with every brand decision mapping back to investor confidence and transparency.
-
17:46: Roblox as Creator Platform
Virtual merchandise on platforms like Roblox can drive the same emotional value as physical products, representing a frontier for brand experiences beyond traditional gaming.
-
19:32: Creator Monetization Strategy
New creators should focus on building authentic audience co ections first, then leverage platforms to monetize through merchandise and fan engagement once traction develops.
-
Episode Summary
-
To Rebrand, or Not to Rebrand? A Strategic Framework for Unifying Multiple Brands
Introduction
When Danielle Pederson joined Amaze as CMO, she faced a challenge familiar to many marketing leaders: five distinct creator-focused brands operating under one corporate umbrella, each with its own identity, login system, and customer base. With 82% of marketers having worked on rebranding projects but only 39% achieving unified brand experiences, Pederson took an unconventional approach that preserved brand equity while creating operational efficiency. Her methodology offers valuable lessons for any marketing executive considering brand consolidation. -
The Clarity Problem: When Multiple Brands Create Confusion
Amaze's challenge wasn't simply about aesthetics or preferences—it was fundamentally about clarity. The company had acquired multiple creator solutions, each serving the same core mission of helping creators monetize their audiences, but with completely different brand identities. Spring (formerly Teespring), Teespring Marketplace, and Studio Biomaze all operated independently, creating confusion for customers navigating different logins, tones, and trust levels. -
The turning point came during an internal exercise where employees were asked to explain Amaze's offerings to their relatives. When most struggled to articulate a coherent story, Pederson realized they didn't have a brand problem—they had a clarity problem. This insight shifted the entire approach from traditional rebranding to building a unified narrative that could scale with future acquisitions.
-
The Reverse Engineering Approach: Taxonomy Before Mission
Unlike traditional rebranding efforts that start with mission statements and work toward naming conventions, Pederson's team began with taxonomy and architecture. This reverse approach prioritized preserving existing brand equity while creating a flexible framework for integration. -
Building the Umbrella Structure
The strategy involved creating Amaze as an umbrella brand with existing brands becoming sub-brands: Spring became "Spring by Amaze," Teespring Marketplace became "Teespring Marketplace by Amaze." As Pederson explained, "It's like rearchitecturing a city without really tearing down the landmarks." This approach allowed each brand to retain its established audience trust while signaling unified ownership. -
Phased Implementation Strategy
The rebrand rollout followed a deliberate three-phase approach. Phase one focused on visual cohesion and naming conventions. Phase two added the "by Amaze" modifier to existing brands. Phase three, still in progress, aims to unify all platforms under a single login system where creators can access multiple solutions based on their journey stage. -
Operational Impact: From Fragmentation to Focus
The strategic value of this rebrand extended far beyond visual consistency. By unifying under the Amaze brand, the company transformed its marketing efficiency. Previously fragmented marketing spend across five separate brands could now focus on "one story and one fu el and one set of KPIs," turning what many consider a vanity project into a growth strategy. -
This consolidation particularly resonated with leadership. When Pederson approached the CEO about rebrand resources, the conversation centered on velocity rather than vanity. The unified brand structure enabled the fast-moving company to scale more efficiently, making the rebrand an operational imperative rather than a marketing preference.
-
Technical Considerations and Challenges
The rebrand's technical complexity became apparent during CRM integration. Attempting to merge three different CRM systems revealed that "none of those spoke the same data language," teaching valuable lessons about the importance of strategic pla ing over technical band-aids. The team ultimately migrated to HubSpot, prioritizing data integrity while building the new unified infrastructure. -
Key Takeaways for Marketing Leaders
Pederson's approach to brand unification offers several strategic insights for marketing executives facing similar challenges. First, rebranding doesn't always require destroying existing equity—graduated transitions can preserve customer trust while building toward a unified future. Second, starting with architecture rather than mission can create more flexible frameworks for growth, especially for companies pla ing future acquisitions. -
Most importantly, successful rebrands must solve real business problems. Whether addressing customer confusion, operational inefficiency, or growth limitations, the rebrand should enable velocity rather than create distraction. As Pederson noted, the goal is for Amaze to become synonymous with the creator economy—a vision made possible only through the clarity and focus their unified brand structure provides.
-
For marketing leaders considering brand consolidation, Pederson's experience demonstrates that sometimes the most i ovative approach is working backwards—building the infrastructure first, then letting the mission emerge from the unified ecosystem you've created.
-
Up Next:
-
Part 1To rebrand, or not to rebrand?
Combining five creator brands into one unified platform creates customer confusion and fragmented marketing spend. Danielle Pederson, CMO of Amaze, led the consolidation of five distinct creator commerce solutions under one corporate umbrella without losing individual brand equity. She implemented a phased taxonomy approach using "by Amaze" modifiers, unified three separate CRMs into HubSpot, and created a scalable framework that allows new acquisitions to integrate immediately into the brand architecture.
-
Part 2Biggest MarTech Fail You’ve Ever Experienced?
MarTech platforms fail when brands can't bridge digital and physical experiences. Danielle Pederson, CMO at Amaze, explains how virtual merchandise creates real emotional connections with younger audiences. She discusses launching Amaze Digital Fits on Roblox to let users dress avatars and purchase matching physical products. The strategy treats gaming platforms as communication channels rather than just entertainment, recognizing how Gen Z builds community through digital-first interactions.
Play Podcast -
Part 3Difference between being a CMO at private vs public company
CMOs face fragmented marketing spend across multiple brand portfolios. Danielle Pederson, CMO of Amaze, unified five creator-focused brands under one umbrella without losing individual brand equity. She implemented a phased taxonomy approach using "by Amaze" modifiers, consolidated three separate CRMs into HubSpot, and built a scalable architecture that allows new acquisitions to integrate immediately into the unified brand system.
Play Podcast -
Part 4What should marketers understand about Roblox as a serious platform?
Roblox represents an untapped communication platform where virtual merchandise drives real emotional value. Danielle Pederson, CMO at Amaze, explains how her company bridges digital and physical brand experiences through avatar customization. She discusses launching Amaze Digital Fits on Roblox, creating avatar clothing that can be printed as matching physical products, and leveraging gaming platforms as social connection hubs for younger audiences.
Play Podcast