Isuzu Limited Australia
Brand Launch.
Isuzu was embarking on a once in a decade product launch, and the business wanted to use the opportunity to push a more modern, polished and professional look. Working with agency, I represented the business’ agenda and guided the design direction. We created a unique look that felt innovative and engaging while still respecting the brand’s legacy. All touchpoints were standardised so every asset aligned with the new direction, both internally and externally.
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Website design by Agency.
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Notable Achievement.
Spec Sheets: Managing workflows across departments was a major pain point within the company, with reviewing and approving work proving difficult for the many stakeholders involved. As part of this key project, I introduced an online workflow tool and onboarded the teams involved. This improved the quality and speed of delivery while reducing friction between departments. The tool remains embedded in the business today, which was a significant shift in ways of working.
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Aligning Business Departments.
Case study: The Parts department operated within its own ecosystem and did not always align with the wider business when it came to marketing. The Parts Manager also had a very clear view of what “Parts” marketing should look like, which differed from the cleaner, more polished direction the brand was moving towards. My objective was to build rapport and bring the team along on the journey of modernising their materials. Together, we developed a look and feel that reflected their thinking while still remaining cohesive with the broader brand.
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Website design by Agency.
Design Lead, 1000heads / Isuzu Australia Limited.
2021 — current.
Design Leadership
Workflow Systems
Stakeholder Management / Engagement
Project Management
Design Strategy
Creative Design
Finished Art
Internal Impact.
Isuzu needed to strengthen its brand from the inside out. Working closely with the Head of Marketing, I built a design studio from the ground up within a large established company, creating the systems, standards and processes that didn't previously exist.
I introduced project management tooling, established governance processes, implemented a digital asset review platform that became critical to how all major design and marketing projects were approved, and built workflows that reduced bottlenecks and improved delivery speed. I oversaw all marketing materials, ensuring the brand was applied consistently across every touchpoint, and collaborated across the business, from marketing to engineering, to build design as a critical part of the company's vision.
External Impact.
When I joined, the primary campaign agency had significant influence over creative direction, with the business largely taking what it was given. I was brought in to change that. Working constructively, I shifted the relationship into something more balanced, showing up with a clear point of view and building trust on both sides. Over time the business had a much stronger voice in how its campaigns looked and felt, and consistency of output improved significantly.
Two further agencies rolled work out across channels and formats. I oversaw that process too, pushing consistency as a non-negotiable at every step.
The dealer network was a different challenge. Every dealer had their own interpretation of the brand and varying levels of resources. I brought structure to that chaos through clearer guidelines, simplified asset delivery, and directly supporting dealers who didn't have the capacity to execute on their own.
The role demanded as much operational thinking as creative, and a pragmatic, diplomatic approach was essential when working across a complex corporate environment.