AccessAlly Go - Identity Design

AccessAlly had a problem many successful companies face: their main product was powerful but complex. Built for WordPress power users who wanted complete control over their membership sites and online courses, it could do almost anything. But that flexibility came with a learning curve. New customers, especially those without technical backgrounds, found the setup overwhelming. They wanted to sell their courses and memberships without spending weeks learning a complicated system.

The AccessAlly team saw an opportunity. What if they created a simpler, faster product specifically for creators who just wanted to get their content online and start selling? Not a dumbed-down version of AccessAlly, but a purpose-built tool optimized for speed and ease of use. They called it AccessAlly Go.

I was brought in to design the brand identity for this new product. The challenge wasn't just creating a logo and color palette. It was solving a strategic branding problem: how do you create a distinct identity for a new product that clearly differentiates it from its more complex parent brand, while still maintaining enough family resemblance that people trust it comes from the same company?

This wasn't a rebrand or a refresh. This was building a complete brand from scratch, with the added complexity of needing to live alongside an established brand without confusing the market or cannibalizing the parent product's positioning.

Creating a sub-brand is always tricky. Go too far from the parent brand, and you lose the trust and recognition that comes with an established name. Stay too close, and people won't understand why the new product exists or who it's for. You end up confusing the market instead of clarifying it.

The AccessAlly brand had a specific visual identity: professional, trustworthy, slightly technical. The blue and white color palette communicated reliability and competence. The logo was clean and straightforward. Everything about the brand said "serious business tool for serious users." This worked perfectly for their core audience of tech-savvy course creators and membership site owners.

But AccessAlly Go needed to appeal to a different audience. These were newer creators, side hustlers, coaches, and consultants who were earlier in their business journey. They valued speed over power, simplicity over flexibility. They weren't intimidated by technology, but they didn't want to become WordPress experts just to sell their first course.

The strategic challenge:

If AccessAlly Go looked too similar to AccessAlly, it would inherit the perception of complexity. People would assume it required the same technical knowledge and time investment. But if it looked completely different, it might not benefit from AccessAlly's reputation for quality and reliability. We needed a visual identity that said "from the makers of AccessAlly" while also saying "but this one is faster, easier, and built for you."

The name "Go" gave us a clear direction. It implied movement, speed, action. It suggested you could just go, just start, just launch. The visual identity needed to reinforce this positioning without feeling rushed or cheap. Fast doesn't mean low-quality. Simple doesn't mean simplistic.

The audience research:

I spent time understanding who would use AccessAlly Go versus who used AccessAlly. The AccessAlly user was often building complex membership funnels, integrating multiple tools, customizing every detail. They were patient and methodical. The AccessAlly Go user was launching their first course or transitioning from another platform. They wanted results quickly. They valued templates and pre-built solutions over endless customization options.

This difference in user mindset needed to show up in the brand. AccessAlly could be serious and professional. AccessAlly Go needed to be energetic and encouraging. It needed to feel like a partner cheering you on, not a tool requiring mastery.

The competitive landscape:

I also looked at how other companies in the membership and course platform space handled sub-brands. Most fell into two camps: either they created such distinct brands that people didn't connect them to the parent company (losing trust and authority), or they created such similar brands that the distinction was meaningless (confusing the market).

The successful examples, like Mailchimp's Mandrill or HubSpot's Marketing Hub versus Sales Hub, maintained visual connection through color or typography while creating distinct personalities through secondary brand elements. This became our model: maintain connection through specific anchors, create distinction through everything else.

I started with the logo because it would become the primary visual anchor for everything else. The AccessAlly logo is a straightforward wordmark, all lowercase, in a clean sans-serif. Professional and approachable, but not particularly dynamic. For AccessAlly Go, I knew we needed something with more energy, more movement, something that literally embodied the idea of "go."

The logo exploration:

My first round of concepts explored different approaches to visualizing movement and speed. Some used forward-leaning letterforms. Others incorporated arrow shapes or directional elements. A few played with the idea of a "play button" or "forward" icon, connecting to the idea of launching or starting something new.

The breakthrough came when I started exploring the relationship between the "A" and "G" in "AccessAlly Go." These two letters could create a visual connection, a ligature or interaction that would make the logo feel unified and purposeful. I experimented with overlapping the letters, connecting them with shared strokes, and creating geometric shapes that incorporated both.

The final logo features a distinctive "AG" mark where the letters flow together in a way that suggests forward motion. The "G" curves naturally into the "A," creating a sense of momentum. It's geometric but not rigid, modern but not trendy. The mark works equally well at large scale (like a website header) and small scale (like a social media avatar).

I presented three main directions to the AccessAlly team, each with a different personality. The first was bold and geometric, emphasizing structure and confidence. The second was more flowing and organic, emphasizing ease and approachability. The third was somewhere in between, balancing energy with professionalism. They chose the geometric direction, which aligned with their positioning: yes, this is easier and faster, but it's still a serious business tool.

The color palette:

I worked within AccessAlly's existing brand colors, using them as the foundation for AccessAlly Go's identity. The blue from AccessAlly's palette became the connection point, maintaining the family resemblance. The way these colors are applied and combined creates a different energy that signals this is a faster, more action-oriented product while still feeling part of the same family.

The typography system:

I chose a modern geometric sans-serif for headlines and display text. It has the same forward-leaning energy as the logo, with slightly rounded corners that soften the overall feel. For body copy, I selected a more traditional sans-serif that prioritizes readability across all screen sizes. This combination says "modern and dynamic" in the big elements, but "clear and easy to read" where it matters most.

The type scale is generous, with larger heading sizes than AccessAlly uses. This creates a more confident, assertive voice. AccessAlly Go isn't shy about what it can do. It wants to encourage you to take action, and the typography supports that energetic tone.

The visual language:

Beyond the logo, colors, and typography, I developed a system of supporting visual elements. Directional arrows and forward-pointing shapes that can be used in page layouts and marketing materials. Gradient overlays that add depth and energy to photography. A grid system that feels structured but not rigid, professional but not corporate.

The entire system is designed to work together cohesively, giving designers and marketers a flexible toolkit they can use to create materials that always feel on-brand, even without direct designer involvement for every asset.

The presentation moment:

When I presented the final brand direction to the AccessAlly team, I showed it alongside the existing AccessAlly brand to demonstrate the relationship and contrast. Put side by side, you could immediately see the connection through the shared colors and similar structural principles, while the distinction was clear in the energy and forward-moving feel of AccessAlly Go.

The manager specifically called out how the logo captured the "go" concept without being literal or gimmicky.

The unexpected challenge of naming:

Something I didn't anticipate was how much the name "AccessAlly Go" would impact the logo design. It's a long name. Seven syllables. In some contexts, we needed to show the full name. In others, we could use just "Go" or the "AG" mark. This flexibility became crucial for the identity system.

I ended up designing three logo variations: the full "AccessAlly Go" wordmark with the integrated AG mark, a shortened version with just "Go" and the mark, and the standalone AG mark for tiny applications like favicons or social avatars. Each needed to work independently while clearly belonging to the same family.

This taught me something about sub-brand identity: flexibility is more important than consistency. The logo needed to adapt to different contexts, different sizes, different uses. A single rigid logo would have been limiting. The modular approach gave the team options without losing brand recognition.

Working within existing brand colors:

Working within AccessAlly's existing brand colors was an interesting constraint. Rather than introducing entirely new colors, I focused on how the existing palette could be applied differently to create a distinct feel. The way colors are combined, the proportions in which they're used, and the contexts where they appear all contribute to creating a different energy while maintaining the family connection.

The relationship to the parent brand:

One of the most interesting aspects of this project was navigating the politics of sub-brand creation. The AccessAlly team was protective of their established brand (rightfully so), and there were concerns about AccessAlly Go overshadowing or diluting the parent brand.

We addressed this by creating clear brand hierarchy guidelines. AccessAlly Go materials always included a small "from AccessAlly" badge or footnote, maintaining the connection. The websites would cross-link with clear explanations of how the products differ and who each one is for. The visual distinction helped with this: you could immediately tell which brand you were looking at, but you could also see they were related.

This balance is crucial for product launches within an existing company. You need enough distinction to justify the new product's existence, but enough connection to leverage existing trust and authority.

Here's something I rarely admit about design projects: sometimes the best work happens fast. Not because you're rushing or cutting corners, but because everything just clicks. AccessAlly Go was one of those projects.

The two-day breakthrough:

After an initial conversation with the AccessAlly team about AccessAlly Go's positioning and target audience, the creative direction became clear. Sometimes when the strategic foundation is solid and the constraints are well-defined, the design decisions almost make themselves.

I opened Figma and started exploring logo concepts. The "A" and "G" integration that became the final mark appeared early in the process. Something about connecting those two letters felt both literal (these letters belong together in the name) and metaphorical (this product helps you move forward seamlessly). I sketched about twenty variations, but I kept coming back to that first integrated mark.

Within two days, I had designed the complete logo system and landing page mockups. The logo mark was refined, the color approach was established within AccessAlly's existing palette, and I had designed the logo variations (full wordmark, shortened version, standalone mark). I also designed the complete homepage layout, showing how the brand would function with real content, real messaging, and real calls-to-action.

This almost never happens. Usually design is iterative, methodical, full of dead ends and revisions. But occasionally, when the strategic direction is crystal clear and the creative constraints are well-defined, everything falls into place quickly. The AccessAlly Go brand was one of those rare moments where inspiration hit and you just need to ride it.

I sent the concept to the AccessAlly team expecting they'd want to explore alternatives or request revisions. Their response: "Perfect!".

The refinement phase:

Just because the core concept came together quickly doesn't mean the work was done. Over the following weeks, I developed the complete brand system: comprehensive guidelines, icon library, marketing templates, and documentation. I tested the logo at various sizes, refined color ratios for optimal accessibility, and created examples showing how to use (and not use) the brand elements.

The implementation support:

After delivering the complete brand system, I stayed involved as the team implemented it across the website and marketing materials. This is where you discover what actually works in practice. Some elements that looked perfect in isolation needed adjustment in context. Some guidelines required clarification.

We made small refinements along the way: tweaking color ratios, adjusting type sizes for better readability, simplifying some visual elements. This iterative approach ensured the brand worked in reality, not just in theory.

Why the fast turnaround worked:

Looking back, several factors enabled the quick creative breakthrough. The strategic positioning was clear from the initial conversation. The constraints were well-defined (maintain connection to AccessAlly but create clear distinction). The team trusted the process and didn't micromanage. And sometimes, ideas just come together easily.

This doesn't mean fast design is always good design. Most projects require extensive exploration, testing, and refinement. But when strategic clarity aligns with creative inspiration, the work can flow quickly. The key is recognizing those moments and having the confidence to move forward when everything clicks.

AccessAlly Go launched on schedule with the complete brand identity in place. The website went live, the marketing materials rolled out, and the product began onboarding its first customers. The brand needed to work immediately, without time for a soft launch or gradual rollout.

The market response:

The initial feedback from the target audience was exactly what we hoped for. People understood immediately that this was a different, simpler product than AccessAlly. The visual distinction did its job. Several early customers specifically mentioned that the website made them feel like this product was designed for them in a way other course platforms weren't.

The AccessAlly existing customer base also responded positively. Rather than feeling confused about why the company was launching a "simpler" product, they saw it as validation that AccessAlly understood different users have different needs.

The internal impact:

For the AccessAlly team, having a complete brand system changed how they worked. Instead of ad-hoc design decisions for every marketing email or social post, they had templates and guidelines. The marketing team could create on-brand materials quickly without waiting for designer availability. The product team could reference the color palette and typography system when building new features.

The brand gave the product a clear personality that matched what it actually does. Before the brand identity existed, the team struggled to explain how AccessAlly Go was different. The visual identity became a shorthand for that positioning, making it immediately clear that this is the faster, easier option.

The unexpected benefit:

Something I didn't anticipate was how the AccessAlly Go brand would influence the parent brand. After seeing the energy and modern feel of AccessAlly Go, the team started discussions about refreshing some elements of the main AccessAlly brand. Not a complete rebrand, but small updates to bring more of that energy and approachability into the established brand.

This is one of those interesting side effects of sub-brand creation. Sometimes building something new shows you opportunities to improve what already exists. The contrast highlights what's working and what might be outdated.

Creating a sub-brand taught me lessons that only this specific challenge could teach. You can't learn about brand architecture from designing standalone brands. You need the complexity of relationship, hierarchy, and strategic positioning to understand what actually matters.

The biggest lesson: Connection points matter more than comprehensive consistency.

When I started this project, I thought maintaining brand consistency meant using similar visual elements everywhere. But that approach would have made AccessAlly Go look too much like AccessAlly, defeating the purpose. The breakthrough was identifying the minimum viable connection: keep the blue as an anchor color, maintain similar structural principles in the logo, and use clear language about the relationship.

Everything else could diverge. Different colors, different energy, different personality. As long as those few connection points remained clear, the relationship was obvious. This completely changed how I think about brand architecture. You don't need comprehensive similarity. You need strategic similarity in the right places.

The second lesson: Sub-brands reveal assumptions about the parent brand.

Working on AccessAlly Go forced the team to articulate things they'd never explicitly defined about AccessAlly. What made AccessAlly "AccessAlly"? What values did it represent? Who was it for? These questions had intuitive answers, but they'd never been documented or formalized.

Creating the sub-brand required making those implicit ideas explicit. The exercise of differentiating AccessAlly Go helped clarify what AccessAlly itself stood for. This is one of the hidden values of sub-brand projects: they force strategic clarity about the entire brand portfolio.

The third lesson: Design choices require strategic rationale.

I learned that design choices stick when you can articulate why they're right beyond "it looks good." Building a case for how the visual direction serves the business goals, aligns with the positioning, and resonates with the target audience makes decisions defendable.

This taught me to gather strategic justification for design choices, not just aesthetic reasoning. "It looks good" isn't enough. "It looks good AND here's why it serves the business goals" wins the argument.

What I'd do differently:

I would have created more examples of the brand in "bad" contexts. My guidelines showed the brand at its best: on beautiful landing pages, in polished marketing materials, in ideal scenarios. But brands also need to work in less-than-ideal contexts: small sidebar ads, text-heavy blog posts, quick social media graphics made by non-designers.

Showing what not to do would have been as valuable as showing what to do. I learned this when the team started creating materials on their own and occasionally missed the mark. Better guidelines about common mistakes would have prevented some of those missteps.

What surprised me:

The modular logo system (full wordmark, shortened version, standalone mark) became more valuable than I anticipated. I designed it thinking "we might need this flexibility someday." It turned out we needed it immediately. Different contexts required different versions, and having them all designed and documented from the start made implementation seamless.

This taught me to assume flexibility will be needed, even if you can't predict exactly how. Build systems that can adapt, not single perfect solutions.

The lasting impact on my practice:

This project changed how I approach all branding work now. I always ask: "What are the connection points that matter?" and "What can diverge?" Even for standalone brands, thinking about flexibility and adaptation helps create more robust systems.

I also approach color and all visual decisions with more strategic intention now. Every choice needs a reason beyond aesthetics. What is this communicating? How does it position the brand? Why is it better than the alternatives? This makes design decisions more thoughtful and more defensible.

Most importantly, this project reinforced that good brand design is about strategic clarity as much as visual craft. The AccessAlly Go identity works because the positioning was clear, the target audience was well-defined, and the relationship to the parent brand was thoughtfully considered. The visual execution served that strategy. Without the strategic foundation, even beautiful design would have failed.

Sub-brand creation is one of the most challenging and rewarding brand design projects. It requires balancing multiple stakeholders, managing complex relationships, and making bold choices within strategic constraints. But when it works, when you see the new brand launch and immediately communicate the right message to the right people, it validates all the complexity. AccessAlly Go proved that with clear strategy and confident execution, you can create sub-brands that enhance rather than dilute the parent brand's value.