three hundred products, multiple sub-brands, every retail channel

Quickie makes cleaning tools, and not just under one name. During my tenure there, it was Quickie itself, sub-brands like Bulldozer and Jobsite, and lines and private labels built for individual retailers. Each had to have its own brand presence on shelf while still reading as coming from the same company. These brand designs also had major evolvtions over the years I worked on them.

Three hundred items across those brands, sold into markets with different language requirements, through retailers who each had their own rules about what we were allowed to put in front of a shopper.

Built a packaging system for each brand. Bulldozer and Jobsite were designed in collaboration with an outside agency, along with a redesigned Quickie logo. I turned each one into a working packaging system: hierarchy, product photography, claims, and colour coding across categories, then took them from concept through print production. Earlier I had designed Clean Results, a Lowe's exclusive, logo and packaging from scratch. Language requirements varied by market, so every layout had to hold translated copy without falling apart, which shaped panel structure more than any aesthetic decision did.

Brought the photography in-house. Packaging that leans on product photography needs a lot of it, consistently lit and consistently styled. I built and ran a library of more than 600 items, shooting roughly 80% of it myself, feeding packaging, e-commerce, and social, and covering other Newell companies as well as Quickie. That is where the cost savings came from, and also why the imagery finally matched across the brands.

Designed the displays and the account-specific work. Quarter pallets and floor displays, plus customer-specific packaging, signage, and merchandising concepts for Lowe's, Home Depot, ACE, True Value, Target, and Walmart. The dielines came supplied, so the work was everything printed on them.

Led the design for the annual housewares trade show. The booth environments the sales team sold from, carrying the same brands that had to share a shelf.

Eleven years on one portfolio teaches you where the line sits between a family of brands and a pile of unrelated products. Making that line hold across three hundred items and several languages is the actual job, because every new product that arrives is a chance for the system to drift. Brand stewardship is mostly that: catching the drift before it ships.