Robert Huston — Product Designer

IOTAS Rebrand

Amplify our vision.

🙌 Promise

Reimagine IOTAS brand to take us boldly into the future.

Starting in 2021, IOTAS faced two paths for a sustainable future: completely redesign the company’s brand and market strategy, or pursue an exit strategy.

🧠 Strategy

IOTAS had spent years building market traction and product-market fit, but after 2020, it became clear that a pivot was necessary to sustain growth.

I led this major initiative working closely with executive leadership to redefine the company’s vision, and future direction.

The main objective was to define the company’s mission, vision, and product direction, which would ultimately guide our sales strategy.

🚨 Challenges

My work centered on market opportunity, differentiation, and business strategy, with a major effort in uniting the executive team around a single path.

The biggest challenge was executive alignment—clarifying future directions and key growth areas.

Previously IOTAS explored too many avenues, diluting product focus and leaving direction unclear. A clear path was needed to sustain growth.

Executive Sessions
The heart of the project was leadership alignment to define company direction forward. Sample excerpts from session decks.

Brand Foundation
Team alignment on the core principles for our new direction was critical before diving into rebrand and product direction projects.

Moodboards
Who doesn’t like moodboards? Enjoy the bliss. As usual, I started with a massively wide spectrum and narrowed it down to the attributes we wanted to define us.

⛳ Outcome

Success came from executive working sessions I led, which aligned the team and clarified strategy.

Some leaders had independent visions, but achieving consensus across brand, product, and strategy was rewarding.

The project was put on hold after several acquisition partnership discussions. This represented our vision prior to IOTAS being acquired by ADT.

🚨 Challenges

My work centered on market opportunity, differentiation, and business strategy, with a major effort in uniting the executive team around a single path.

The biggest challenge was executive alignment—clarifying future directions and key growth areas.

Previously IOTAS explored too many avenues, diluting product focus and leaving direction unclear. A clear path was needed to sustain growth.