The 'underpinnings' of a rebranding

By Kelli Rogers 18 February 2014

Vicki Escarra, CEO of Opportunity International, has successfully managed several organizational rebrands. Here's her take on the internal challenges she faced and what went on behind the scenes. Photo by: Opportunity International

With a keen eye toward building partnerships with individual donors, corporations and like-minded organizations, Vicki Escarra is charting a new path for Opportunity International, a nonprofit that provides innovative financial solutions and training to empower people, create jobs and build vibrant communities.

Escarra previously led Feeding America through the most significant period of advancement in its three-decade history, overseeing a massive branding transition and elevating it to become a $1.2 billion organization. Prior to this role, Escarra was the chief marketing officer for Delta Airlines.

Opportunity International now benefits from her expertise. The organization has been in operation for more than 40 years and just completed a rebranding to expand its reach and appeal to a wider variety of donors. So how does an organization stay relevant and current in a changing donor environment, and how does a leader successfully manage such a transition? Escarra took time out to talk to Devex.

How did you know it was time for a rebrand?

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About the author

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Kelli Rogers@kellierin

In her role as associate editor, Kelli Rogers helps to shape Devex content around leadership, professional growth and careers for professionals in international development, humanitarian aid and global health. As the manager of Doing Good, one of Devex's highest-circulation publications, she is constantly on the lookout for the latest staffing changes, hiring trends and tricks for recruiting skilled local and international staff for aid projects that make a difference. Kelli has studied or worked in Spain, Costa Rica and Kenya.


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