I wanted to share why the photos I include with my posts are more than just stock art.

They’re taken by my husband, Michael Blachly,

Ever notice how clients say a lot... without saying much?

Like when they say,
“Let me circle back.” → Translation: I’m not sold yet.

Let’s be honest: Most of the time, B2B clients don’t buy services; they buy confidence, connection, and a little bit of magic.

Merger companies is easy. Merging brands? That’s where the real drama starts. It’s less spreadsheets, more therapy sessions.

What obscures our business value isn't the absence of brilliance; it's too much of it. Just as fog temporarily hides majestic beauty, expertise can hide our true value from those who need it most.

Having led seven company rebrands/refreshes throughout my career, I've learned these transformations are more art than science. Continuing my reflections on organizational change, I wanted to share some thoughts on the emotional aspects of rebranding.

What continues to fascinate me is how deeply human the process of corporate transformation really is. Behind every rebranding, repositioning, or restructuring lies a complex web of identities, relationships, and emotions that often go unacknowledged in business discussions.

After watching my dog, Sam, suffer through a mysterious paw issue for months, and consulting eight veterinarians across three practices, I learned a lesson that reinforced my understanding of business relationships.

When the washer breaks, it's a test of the brand experience.

Our washing machine died - such a not fun experience. It's one of those moments when you just don't want to "adult" and let someone else deal with it...but I digress...begins with an idea.

As a Client Whisperer, I’ve seen firsthand how clients crave understanding and not just want products or features. They’re asking brands to move beyond generic messaging and truly connect. But how do you do that?

Sometimes, the most expensive part of a rebrand isn’t the design of the collateral, it’s forgetting what your brand means to customers.

What if the most powerful thing a leader can do during change... is stand still?