This project involved leading a company-wide rebranding and cultural alignment initiative at BankB, supporting the organisation’s strategic goal of nearly doubling production by 2030. The work focused on defining core values, creating a new brand identity, and embedding it across all systems and customer touchpoints.

Project description

Within the strategic pillar Who are we?, the objective was to strengthen BankB’s identity and culture to support its long-term growth target. A participatory process was chosen, involving all employees through small working groups. Together, they defined four core values: Connectie, Optimisme, Durf, and Eigenheid (CODE); which became the foundation for a complete rebranding and repositioning.

The existing nickname “Plan B” was embraced and translated into a formal brand identity that reinforced BankB’s niche in the mortgage and savings market. This included a new name, visual identity, website, marketing events for brokers, and roadshows in Belgium and France.

An essential part of the scope was the simultaneous technical update of all applications and customer-facing systems, completed in a single implementation weekend. The project also addressed legal requirements, such as updating statutes and notifying relevant parties.

By structuring the initiative transversally, the new identity became a shared outcome for the entire organisation. Post-launch, a follow-up day at headquarters provided support to the commercial teams, while brokers and bank agents were contacted directly to strengthen engagement.

Project management excellence

As Business Manager and Transformation Lead, I was responsible for connecting people across departments, safeguarding the strategic objectives, and ensuring broad support for the changes. The project was managed with a transversal approach, involving 11 internal and 4 external team members.

Workshops and collaborative sessions with all employees ensured that the values and brand identity reflected the organisation as a whole. Engagement extended beyond the internal audience to include external stakeholders, such as brokers, bank agents, and wealth managers.

Risks and challenges were managed by aligning technical, legal, and operational changes to occur in a single coordinated transition, reducing disruption. Questions about necessity and priority, such as the impact of a new name, the value of a website, or the effect of roadshows, were addressed through clear communication and linking each activity back to the strategic growth objective.

Project outcomes and impact

The rebranding generated €200,000 in media value, increased production by 40%, and attracted new bank agents and wealth managers. Six vacancies were filled without the use of agencies.

The project created a future-oriented identity embedded across the organisation, supported by all employees. Managing this initiative strengthened my ability to lead complex, multi-dimensional projects that combine cultural change, technical implementation, and stakeholder engagement.