Joining Kennedys Law LLP as Senior Brand & Digital Designer, I was brought in to build a creative function that could operate at the scale of a 2,900-person global law firm. What followed was two years of systemic design leadership: brand standards enforced across 45 offices in 18 countries, an in-house motion and video capability built from scratch, and two major integrated campaigns produced entirely without external studios.
This page documents the full output - from the brand infrastructure and DAM system that underpins everything, to the Global Strategic Plan campaign (seven films, a stakeholder presentation deck, and a full suite of digital assets) and the Kennedys Foresight 2026 campaign (regional LinkedIn carousels across UK, US and APAC, email communications, social video, and a teaser film). Every asset on this page was conceived, designed, and produced in-house.
A fully integrated campaign built around Kennedys' annual risk report, delivered across social media, email, presentations, and video. Produced across three regions - UK, US, and APAC - with adapted assets tailored to each market.
Released ahead of the full Foresight 2026 launch, this short teaser was designed to build anticipation across LinkedIn. No report. No data. Just enough to make the audience curious about what was coming. It ran for a week before the campaign went live.
An interview-led campaign film introducing the Foresight report, featuring senior Kennedys partners. Designed to drive engagement across LinkedIn and internal comms, setting the tone for the full campaign rollout.
A short-form video post produced as part of the Foresight 2026 social campaign, driving engagement around one of the report's key themes. Designed to perform natively on LinkedIn, concise, on-brand, and built around a single insight from the report.
A firm-wide internal campaign built to launch Kennedys' Global Strategic Plan - the organisation's multi-year growth framework. The brief required something that felt genuinely ambitious: a visual identity strong enough to carry across video, digital, print, and live events, while landing with both partners and staff. Every asset - from the opening concept to the final suite of seven films - was conceived, designed, and produced in-house.
Before a single asset was produced, the visual direction went through a rigorous exploration phase. Multiple creative directions were developed and pressure-tested before a route was selected. Scroll to see the full breadth of the thinking.
A visual concept deck presented to senior internal stakeholders to align on the chosen creative direction before production began. Nine slides. One route selected.
A series of seven films produced entirely in-house, covering the full scope of the strategic plan: introduction, people, clients, innovation, finance, growth, and a firm-wide town hall. Each video was scripted, designed, and delivered as part of a single coordinated campaign rollout.
Three homepage concepts developed as part of an upcoming Kennedys brand refresh. Proposed directions exploring how the firm's digital presence could evolve to better reflect its global scale and creative ambition.
Kennedys had no video or motion capability when I arrived. I built it from scratch, establishing an end-to-end production pipeline that brought previously outsourced studio work in-house. The result was faster turnarounds, tighter brand consistency, and a creative output that now directly supports the firm's most high-profile campaigns, global partner events, and business development pitches across international markets.
The output documented on this page tells one story: a creative function that went from scattered and reactive to structured, strategic, and genuinely ambitious. Two major integrated campaigns. Fourteen campaign videos produced in-house. Regional content adapted across three global markets. A stakeholder presentation that aligned the firm's senior leadership on a single creative direction. Email, social, print, and digital collateral all produced without a single external studio brief.
That scale of output only happens when the infrastructure is right - when the brand guidelines, the DAM system, the production pipelines, and the team culture are all pulling in the same direction. Building that infrastructure is what this role has been. The campaigns are the proof of what it makes possible.
