In today’s world of transformation, brand is often misunderstood and dismissed as decoration, confused with advertising, or seen as optional flair rather than foundational force. But for changemakers—those who challenge the status quo and dare to do things differently—brand is one of the most potent levers for internal alignment, cultural clarity, and business momentum.
These are the brand rebels. They don’t just talk about differentiation. They live it, breathe it, and build it from the inside out.
Inspired by a candid discussion among such rebels, including marketing and brand leaders across B2B, tech, energy, and beyond, these insights reveal not only the hidden value of brand but the bold strategies and psychological judo it takes to make brand matter inside the business.
1. Brand starts inside: alignment before amplification
You don’t get internal buy-in for brand by sending a deck or booking one big meeting. As several leaders noted, real traction comes from an "anchoring" process: working stakeholder by stakeholder, understanding motivations, fears, and functional realities before a formal ask is ever made.
“You basically have everyone on board in their own language before you enter the boardroom,” said one brand rebel.
This internal lobbying—often one-to-one, long before boardroom presentations—ensures the final strategy feels co-created, not imposed. When stakeholders see their fingerprints on the idea, they’re far more likely to support it.
2. Influence is a language game
Rebels know the key to moving change forward isn’t always data—it’s storytelling in the right dialect. Whether you’re working with engineers, partners, or executive sponsors, the most effective brand leaders translate ideas into what resonates.
This internal lobbying—often one-to-one, long before boardroom presentations—ensures the final strategy feels co-created, not imposed.
As one leader explained, “Sports metaphors worked wonders with our engineers—it just clicked.”
Whether that’s using financial ROI for CFOs, risk mitigation for ops, or customer loyalty metrics for sales, the art is in finding the emotional and logical hooks for every persona around the table.
Some leaders even deploy classic bait-and-switch strategies: pitch two options, including an extreme one, to make the preferred choice seem safe. Others rely on humor or exaggeration (“bold, bolder, boldest”) to stretch risk tolerance.
It’s not manipulation, it’s persuasion. And it works.
3. Brand is business strategy, not surface-level fluff
There’s a recurring frustration among brand leaders: the misperception that brand equals “colors and logos.” That branding isn’t “real work.”
“We need to keep re-educating people: the logo is tactical. Brand is who we are. It’s the trust we’ve earned, the market position we hold, the reason customers pay more for us.”
To overcome this, rebels come armed with evidence. Lifetime value of customers. Share of search. Voice of customer insights. Application volumes for recruitment. Trade show footfall. Pricing resilience. Churn data. These metrics speak the language of growth and sustainability, and they are born from strong brand equity.
The power of employer brand: your people are the message
Many changemakers discovered that internal brand alignment didn’t just help with executive buy-in—it made recruiting and retention measurably stronger. Especially in competitive markets or post-merger environments, a weakened employer brand becomes painfully visible in application rates and employee engagement.
“You show the HR team: ‘You used to get 200 applications — now you get 20.’ That’s brand. That lands.”
“We need to keep re-educating people: the logo is tactical. Brand is who we are. It’s the trust we’ve earned, the market position we hold, the reason customers pay more for us.”
Rebels build internal belief by including employees from the beginning, running global workshops, integrating feedback loops, and empowering teams as brand ambassadors. When people help shape the brand, they’re far more likely to share it, defend it, and live it.
4. Humble doesn't have to mean invisible
In some countries organizations operate with an ethos of humility. That’s often a strength. But it can become a handicap when it means great stories go untold, or bold positions are watered down out of fear of overpromising.
As one leader said, “We’re the biggest renewable energy producer in Europe—and no one knows it.”
“We were 97% renewable but scared to call ourselves ‘leaders’ because it wasn’t 100%.”
In a world where fossil fuel companies claim to be green leaders based on 3% of their portfolio, brand rebels must give their businesses the confidence to show up. Authenticity and ambition are not mutually exclusive. You can be honest about the journey and proud of the destination at the same time.
5. Setting brand aspiration
One of the most powerful insights shared was regarding brand leadership in defining an aspiration so compelling that it both motivates and mobilizes not just the market, but your own people.
This aspiration isn’t about perfection. It’s about setting a clear standard of intent—a benchmark that challenges your organization to rise, stretch, and grow.
When people help shape the brand, they’re far more likely to share it, defend it, and live it.
Aspiration also creates accountability. It unites teams under a shared vision and gives every action—from hiring and R&D to investor communications—a cohesive, strategic north star.
The changemaker's burden—and opportunity
There was a collective sense in the discussion that brand leaders today spend too much time justifying their existence. That the discipline has a brand problem of its own.
“Wouldn’t it be nice if proving the value of what we do wasn’t 50% of the job?”
Until then, we do the hard work. We gather the data. We build the story. We show up to every round of stakeholder meetings with clarity, confidence, and a bit of cunning.
Because if you’re reading this, you’re likely a changemaker too.
You know that brand isn’t fluff. It’s a force. And when used well, it can move businesses—and people—toward something greater.
Final word: What brand rebels know that others don’t
A great brand doesn’t just help you sell.
It helps you recruit.
It helps you retain.
It helps you lead.
It helps you survive downturns and justify premiums.
It becomes your reputation, your reason, your rallying cry.
Energy magazine: Tension in the transition
How are energy brands navigating the energy crossroads?
Our latest energy magazine explores the complex balancing act energy leaders face as they work to deliver on today’s expectations while transforming for tomorrow. Inside, you’ll find insights from companies like Shell Energy, Galp, OneSubsea, Höegh Evi and more.
Brand Rebels is a community for changemakers—leaders who use brand to drive real, meaningful change from the inside out. It’s not just for marketers, but for anyone pushing for clarity, alignment, or momentum at pivotal business moments. A CEO can be a Brand Rebel. A product lead. A transformation exec. What unites them is a belief that brand isn’t just communications—it’s a lever for impact. Brand Rebels exists to bring fresh thinking, honest conversations, and bold ideas out of the marketing bubble and into the boardroom.
