Designing brand systems that turn B2B complexity into clarity, alignment, and business value. 用品牌系統設計, 把B2B 的複雜問題轉成清楚方向、 團隊對齊與商業價值。

Problem問題

UNO needed to feel distinct inside the SKECHERS portfolio. The business problem was not only visual differentiation; it was helping a classic sneaker line speak to younger consumers without being pulled back into SKECHERS' familiar comfort-performance image. UNO 需要在 SKECHERS 品牌矩陣中被看見。真正的問題不只是視覺差異化,而是讓一個經典鞋款系列能對年輕消費者說話,同時不被拉回 SKECHERS 既有的舒適機能印象。

Insight & Strategy洞察與策略

Worked with the planning team to translate the audience insight into a campaign language. Instead of following the category's retro-athletic or urban-casual codes, I built the direction around hand-drawn typography and diary-like warmth — a visual choice that made the product feel more personal, local, and emotionally closer to the target audience. 我與企劃團隊一起把受眾洞察轉成活動語言。 沒有沿用鞋款常見的復古運動或都會休閒語彙,而是以手寫字體與日記感溫度作為方向,讓產品更個人、更在地,也更接近目標族群的情感語境。

Solution / Impact解法 / 影響

• Created a differentiated campaign language for UNO, giving the collection a warmer emotional territory across e-commerce, retail, and social touchpoints. 為 UNO 建立差異化的活動語言,讓系列在電商、店頭與社群接觸點中擁有更具情感溫度的品牌領域。
• Direction-and-execution unity from design file to live front-end — full creative accountability, no detail lost in handoff. 方向與執行一體,從設計稿到前端上線 — 完整創意責任歸屬,品牌細節無妥協。
• Reusable campaign assets helped keep the collection coherent beyond a single launch moment. 可重複使用的活動資產讓 UNO 系列在單次上市之外仍能維持一致溝通。

Problem問題

A 30-year, family-led B2B contractor serving developers, commercial spaces, and entertainment venues — built on three decades of contractor-grade trust. But the brand visual hadn't kept pace, increasingly out of step with how a new generation of B2B clients evaluate contractors. Modernize the brand without losing the trust signals that drive their decisions. 一家 30 年家族經營的 B2B 工程承包商,服務建商、商業空間、娛樂產業客戶 — 三十年累積的承包商級信任是核心資產。但品牌視覺並未隨之進化,與新世代 B2B 客戶評估承包商的方式逐漸脫節。現代化品牌,但不能失去客戶做決策時依賴的信任訊號。

Insight & Strategy洞察與策略

Led creative direction in close partnership with the client principals — three decisions framed and defended through stakeholder workshops: 與業主決策層緊密協作主導創意方向 — 三個關鍵決策透過業主工作坊框架並辯護成立:

• Anchored the trust core. Legacy logo concept retained as the brand's structural anchor. 錨定信任核心。 Logo 概念保留作為品牌結構性錨點。
• Directed against the category convention. Most competitors over-corrected toward editorial, design-magazine aesthetics. For a contractor whose clients evaluate on technical reliability, that direction undermines trust. I directed the visual system the other way: warm, grounded, modern but not editorial. 反向定調同業慣例。 多數同業已過度修正,走向編輯感、設計雜誌風格。對一個客戶以「工程可靠度」評估的承包商,這個方向會傷害信任感。我將視覺系統反向定調:溫暖、紮實、現代但不文青。
• Set function before flourish as the creative principle. Spaces are for living and working, not for being photographed. The visual system reflects that — solving problems over chasing trends. 將「實用優先,華麗其次」訂為創意原則。 空間是給人生活與工作的,不是給人拍照的。這個視覺系統反映這個哲學 — 解決問題大於追逐趨勢。

Solution / Impact解法 / 影響

• Created the company's first comprehensive brand asset and external communication system, turning tacit trust into a visible decision signal. 建立公司首次完整的品牌資產與對外溝通系統,把隱性的信任累積轉化為可被看見的決策訊號。
• Authored complete VIS guidelines across 4 dimensions — color system, typography hierarchy, logo applications, and visual standards documentation. Designed to be operable by future internal or contracted designers without my involvement. 撰寫完整 VIS 規範橫跨四大層面 — 色彩體系、字體階層、Logo 應用、視覺規範文件化。設計成未來內部或外包設計師可獨立操作,不依賴我本人。

Problem問題

The platform needed more than interface screens. It needed a product experience that could make blockchain finance feel credible, understandable, and expandable as the business prepared for future product lines. 這個平台需要的不只是介面畫面,而是一套能讓區塊鏈金融產品看起來可信、可理解,並能支援未來產品線擴展的產品體驗。

Insight & Strategy洞察與策略

I treated the design system as product infrastructure. The structure separated core brand rules from application patterns, so the team could keep the experience consistent while adapting it across web, mobile, and future products. I partnered with engineering to keep the system practical, not just visually complete. 我把設計系統視為產品基礎建設。 架構上區分核心品牌規則與應用模式,讓團隊在 Web、手機與未來產品中保持一致,也能彈性延伸。我與工程協作,確保系統不只是視覺完整,而是真的可實作。

Solution / Impact解法 / 影響

• Established complete corporate visual identity for two parent-group companies (Skycloud and GoEasy Tech). 建立集團兩家子公司(騰雲運算 + 高易科技)的完整企業視覺識別。
• System architecture improved downstream iteration speed and made product decisions easier to align across design and engineering. 系統架構提升後續迭代速度,也讓設計與工程之間的產品決策更容易對齊。
• Scalable design asset library — lowering the threshold for future product development. 可規模化的設計資產庫,降低未來新產品開發門檻。

Problem問題

Direct an international medical expo magazine for the Taiwan External Trade Development Council that would actively attract advertisers — balancing the rigorous authority demanded by the medical industry with the visual appeal that drives ad placement decisions. The structural tension: too clinical and advertisers see no value in being there; too commercial and the publication loses the institutional credibility that makes the placement worth paying for. Three consecutive editions had to hold the line. 主導為外貿協會打造國際醫療展會專刊的藝術方向 — 在醫療產業要求的權威感與驅動廣告下單的視覺吸引力之間取得平衡。結構性張力:過於臨床,廠商看不到刊登價值;過於商業,專刊失去讓廠商願意付費刊登的機構公信力。 連續三屆都要守住這條線。

Insight & Strategy洞察與策略

Led the visual response across three consecutive editions — owning the art direction while orchestrating a cross-functional editorial pipeline spanning journalists, translators, and front-end engineers. 連續三屆主導視覺方案 — 握有藝術方向決策權,同時編排橫跨記者、翻譯、前端工程師的跨職能編輯流程。

• Led art direction at the system level. Defined the visual language at the cover-and-key-visual level, then cascaded it downward into a consistent inner-page editorial grid that any team member could operate within. 系統層級主導藝術方向。 從封面與主視覺定調視覺語言,向下層層落實為一致的內頁編輯網格,團隊任何成員都能在系統內運作。
• Built a replicable cross-functional pipeline. Partnered with journalists and translators to build an editorial workflow that survived staff turnover and edition-to-edition cadence — the system, not any single person, owned the production quality. 建立可複製的跨職能流程。 與記者、翻譯共構編輯流程,讓流程能跨越人員流動與版次節奏 — 製作品質由系統負責,而非任何單一個人。
• Calibrated international expo standard for local readability. Layouts directed to the visual register of international medical exhibitions, while preserving the reading comfort that determines whether attendees actually pick the magazine up at the booth. 校準國際展會標準至在地閱讀友善度。 版面對齊國際醫療展視覺水準,同時保留決定「現場是否被取閱」的閱讀舒適度。
• Mentored junior designers into the system. As junior team lead, onboarded incoming designers into the editorial system and managed front-end engineering project timelines — extending the art direction beyond what one person could ship. 將 junior 設計師帶入系統。 作為單位小主管,協助新進設計師上手編輯系統,並管理前端工程師專案進度 — 將藝術方向延伸至超越單人產出的範疇。

Solution / Impact解法 / 影響

• NT$1M+ in advertising revenue led through art direction across the project's lifecycle. 主導藝術方向支撐專案達成 NT$1M+ 廣告業績(專案週期累計)。
• 2021 Outstanding Employee Award — Economic Daily News (individual recognition). Company-wide annual award for individual contribution. 獲頒 2021 經濟日報傑出員工獎(個人獎項)。 全公司一年一度的個人貢獻獎。
• High pickup rate at the expo floor, with advertisers proactively inquiring about placement in subsequent editions — the clearest market signal that the visual was doing commercial work. 展會現場高度取閱率,廠商主動詢問下一屆刊登機會 — 視覺實際在做商業工作最清楚的市場訊號。
• Editorial system survived staff transitions across three editions — direction proved system-level, not person-level. 編輯系統跨越三屆人員流動依然運作 — 證明這是系統級而非個人級的藝術指導。