Leep Group, formerly ‘Back to Work’, provides professional training, coaching and recruitment services across the UK, supporting tens of thousands of learners into employment and career development.
Its programmes include pre-employment training, apprenticeships, distance learning and short digital upskilling courses, all designed to make it easier for individuals to access work opportunities and for employers to secure skilled talent.
Following a significant period of growth and multiple acquisitions, the organisation had reached a turning point where the existing brand structure was no longer fit for purpose. Red Stone was commissioned to review and develop their brand.
Engagement
- Engaged and managed input from stakeholders throughout project
Discovery
- Market analysis and brand audit
- Interviews and internal workshop
Strategy
- Purpose and proposition statement
- Personality and tone of voice
- Messaging framework across service/audience
- Brand architecture blueprint across the B2W family
Creative
- Naming and strapline development
- New brand system and logos
- Typography, icons and illustration
Delivery
- Brand guidelines
- All written content for the guidelines
- Supporting graphics assets
Bringing clarity to a growing portfolio
The Back to Work brand required clarity at both group and sub-brand levels. Central to this was the name of the group itself. Whilst Back to Work had equity and recognition, it didn't reflect the breadth of the groups offer. The new name 'Leep' brings clarity and energy in equal measure – reflecting a common goal across the entire group to help people power up their ambition and go further in their career.
Potential powered up
Alongside the new name, a clearer strategy was essential to help the group carve out a clear position in the market.
Focused on the brand idea of 'Potential powered up', the new strategy positions the group as ‘opportunity amplifiers,’ connecting certified talent with employers, while removing cost and time barriers through adult skills funding, bootcamps and apprenticeships.
Uniting the organisation
The organisation recognised that its brand architecture lacked the rigour needed to accommodate future acquisitions smoothly. A key challenge was developing an architecture model that balanced consistency with flexibility.
Our discovery work suggested that the best solution lay in a hybrid brand architecture approach. This allowed the organisation to strengthen recognition in one master brand while still giving sub-brands enough space to serve specific audiences and allowing legacy brands with significant equity the scope to retain greater separation.
The new model creates a united system based on flexible consistency. It streamlines visual identities, supports future acquisitions and ensures a more joined-up customer experience.
