Rebranding to Level Up
Updated: Sep 24
Written by Michael Fullman, Chief Creative Officer
Michael Fullman is a creative executive and design-first leader. As Chief Creative Officer of ACRONYM, he shapes immersive brand experiences across physical and digital worlds, from live shows to large-scale events and environments
For over a decade, we have built our reputation as VTProDesign. The name carried our roots in live production, touring, and the literal pro design of physical spaces. When we were a team of 30 in a warehouse, that name was true. By the time we'd grown into a global studio of nearly 100, building experiences that had become how some of the world's most ambitious brands actually meet their audiences, the name had stopped being true. It wasn't wrong, exactly. It was just ready to evolve.
That's a more dangerous place to be than most people realize. A wrong name is obvious. A name that has outgrown its reality is invisible and it sits there quietly telling the wrong story to clients, talent, and culture every single day.
The shift had been happening for years, the pandemic accelerated it. We stopped being the team you called to execute a pre-made plan and started being the team you called to figure out what the plan should be. We weren't just the "how" anymore, we were authoring the "why." Joining the Residence network gave us the room to commit fully to that work.
Rebranding gets treated as a cosmetic exercise. It’s a new logo, a new mission statement, maybe a coat of paint on the deck. We didn't want any of that. We wanted to use the moment to do something harder, something most brands struggle with, which is to take an honest look at what we actually do now and make our name match it.
That's a true craft decision, versus a marketing one. Craft is judgment about what's worth being called what. In a moment when audiences and clients are flooded with hollow brand work daily, the gap between what you say you are and what you actually do is more visible than ever.
So why ACRONYM? The name ACRONYM is deliberately ironic. Every one of us has sat in rooms where the work of explaining something simple got buried under three layers of jargon and a slide full of acronyms nobody could decode. The industry has a habit of using complexity to disguise the fact that there isn't always much underneath.
We took the name as a kind of rebuke to that. By calling ourselves the thing the industry overuses to obscure, we're committing to the opposite clarity. Make the complex simple. Say what you mean. Mean what you say. Build work that doesn't need translation.
Because a name, especially in this field, is a promise. If it doesn't match what's actually behind the door, you're lying about the value you provide.
When you outgrow your name but refuse to change it, you're selling a version of yourself that no longer exists. That's a lie of omission. It's a disservice to the client who needs your strategy but only thinks they can hire you for your hammer.
This applies to any company, in any industry, that has evolved its capabilities past its old label. When your brand still says "vendor," and your team is delivering "vision," you're confusing your clients, your potential recruits, and your own culture. You're building a ceiling into your identity and then wondering why the room feels small.
There's a fear around rebranding because the word itself has gotten tied to instability. Companies in trouble are doing a panicked makeover. Done with intention, it's the opposite. It's a growth marker because it’s the moment you stop letting an old uniform decide how big you're allowed to get.
The question worth asking isn't "do we need to rebrand?" It's "Does the way we present ourselves still match the reality of what we do?" If the answer is no and you already know whether it is, that's not a branding problem that comes down to being honest.
Some leaders worry that reinvention erases their history. This was definitely something we worried about, but in our experience, I think it has accomplished the opposite. It honors evolution. Leveling up doesn’t mean you have to leave the past behind. It's about giving yourself permission to show up as everything you've already become.
Read more from Michael Fullman
Michael Fullman, Chief Creative Officer
Michael Fullman is a creative executive and design-first leader working at the intersection of experience, culture, and emerging technology. As Chief Creative Officer of ACRONYM, he shapes immersive brand experiences across physical and digital worlds, from live shows to large-scale events and environments. Michael believes technology should serve craft and deepen human connection through work that feels tangible, emotional, and unforgettable.
