From Rebel Spirit to Brand Revolution: Journey's Punk Rebrand

The journey behind our brand's punk-inspired transformation — fusing innovation, rebellion, and authenticity.

Rebranding is more than a facelift; it's a fundamental transformation of a brand’s soul and identity. For Journey, the leap from a quick solution logo to a symbol of exponential growth mirrors our own radical evolution. It's here where our rebranding story unfolds.

The Catalyst for Change

From Initial Sketch to Strategic Overhaul

What began as a modest image refresh swiftly transformed into a profound self-examination of our identity, echoing the essence of Journey itself.

It started as a simple notion of 'let's tweak our image,' but quickly evolved into a profound introspection of who we truly serve and why.

This transformative journey was driven not just by our creative specialists but also by our founder, Trent, who questioned why a team of 20 innovative minds working for clients worldwide wouldn't leverage their own strengths. He emphasised the opportunity for deeper collaboration on a project close to our hearts.

The Vision

  • Weeks 1-2: Ideation and Conceptualisation
  • Months 1-2: In-depth Market Research and Client Interviews
  • Months 3-4: Design, Feedback Loops, and Iterations
  • Month 5: Finalisation and Rollout Preparation

The Reality

  • Weeks 1-2: Ideation and Conceptualisation
  • Months 1-4: Freak Out, Creative Self-Doubt, Break Down, Cry Lots of Tears, See Therapist.
  • Month 5: Receive Positive Feedback, Cancel Therapist, Finalisation and Rollout Preparation

I’ve always found it harder to design things for yourself. It’s hard to be objective, and the possibilities are endless. 

Designing Growth: The New Logo

Our new logo was more than a visual exercise; it was an embodiment of our mission and a symbol of the clients we proudly champion. Our logo's design is an exploration of the profound journey we undertake with our partners, and it carries a narrative that unfolds in layers of symbolism.

Symbolism of the Logo: Reflecting Our Clients' Journey

Embedded within our logo is the sequence of '1, 2, to 4,' a visual representation of exponential growth—a fundamental principle that drives our collaborative efforts with clients. 

It’s a transition from the linear, step-by-step progression to a dynamic surge forward, readying our clients for a new chapter of expansion. This is where Journey steps in, ready to fuel the fire of growth with strategic marketing and creative innovation.

The Three Dots: A Narrative of Progression

  • The First Dot: This marks the moment when our clients achieve product-market fit, demonstrating their value in the marketplace.
  • The Second Dot: This signifies significant milestones like securing funding, representing a critical juncture where clients are poised for their next growth phase.
  • The Third Dot: Symbolising the exponential leap, it denotes the point where we amplify our clients' trajectory, propelling them beyond expectations.

Charting a Continuous Course: Beyond Fixed Destinations

Our logo zooms out from the concept of a fixed destination.

The three dots serve as dynamic waypoints on an ever-evolving path that we go on with our clients. 

In contrast to our previous 'X' marks the spot logo, the trio of dots symbolises an endless journey. It underscores our commitment to guiding our clients through transformative growth, not just to singular achievements but through the countless stages of their business evolution.

Our logo is more than just an image; it is a covenant — a promise that Journey is unwavering in catalysing and accelerating growth. 

It is a pledge to assist our clients in not merely advancing but soaring to new heights.

Punk Rock Values: The Origin of Our Brand

The Birth of an Idea

A brand is more than just a logo, and our journey to a punk-inspired brand began with a simple idea: to create an identity that would resonate with both our team and our clients. We sought to capture the rebellious and innovative spirit that drives our founder-based audience, uniting us under a common philosophy.

The Spark of Inspiration

As we embarked on the creative application of our new brand, we drew inspiration from the raw, DIY energy of 1970s punk posters. 

These iconic visuals were more than just images; they were manifestos, declarations of independence, and fervent calls to action. Their boldness and urgency spoke to us, compelling us to infuse our brand with a similar sense of rebellion.

From Concept to Reality

Inspired by punk poster art, we meticulously developed a visual language that honours the punk ethos while adapting it to the modern digital age.

One of the key elements we've embraced is Vintage Cut-outs, featuring carefully selected words and phrases from 1940s and 50s publications, adding a touch of curiosity and innovation to our brand while aligning with our founder-based audience.

These are all hand-cut phrases from magazine clippings I’ve discovered in antique stores and markets and kept aside over the years, waiting for the perfect opportunity to use for a project. 

Similarly, we use Black Tape as a visual guide, signalling new sections in digital content, akin to labelling a guitar case or a toolbox, we use these elements for easy navigation on websites and within documents.

Our use of Black and White Halftone Cutouts pays tribute to halftone printing and the creative remixing of limited materials used by punk artists of the 70s. It also serves a practical purpose to unify visuals from varying sources (remote team!) and adding depth and intrigue. 

Our Hand-drawn Marker and Pen elements inject a human touch into our digital designs, highlighting essential elements like CTA buttons and headline keywords.

These are just some of the elements that come together and infuse our brand with a sense of history, innovation, and a tactile dimension, bridging the past with the present.

Anti-Agency Approach: Challenging the Norms

A Shared Commitment

In parallel, we cultivated our anti-agency approach, forged from our determination to challenge the conventional norms of the marketing industry. 

Traditional agencies, often bound by rigid structures and slow response times, couldn't keep up with the dynamic landscape. Having witnessed these shortcomings firsthand, we set out to offer something different.

Integration and Goal Orientation

Our commitment to clients is unwavering. We integrate seamlessly into their teams, functioning as their outsourced growth marketing department. 

This integration allows us to provide the expertise of strategists, specialists, and executors—all at the cost of a single full-time hire. We prioritise communication, participation in stand-ups, and rapid responsiveness. We're not just a service provider; we're partners, invested in our clients' success.

Leadership Insights

Trent - Founder/Director

"I love our new brand and identity. I’ve always been the guy scrapping his way through his career, a rebel with a cause, building the car while we’re driving it. 

Our new brand encapsulates our attitude and approach to guerrilla marketing and problem-solving.

While it's visually polished, it intentionally showcases a punk aesthetic. 

I was the guy wearing ripped jeans at a keynote in Latvia in front of 800 accountants—ripped jeans was the brand. 

For me, it was a way to project a bit of a bad-boy persona, someone confident, unafraid to break the rules, and think outside the box to execute some of the most unorthodox campaigns in the accounting SaaS industry.

We were always finding ways to growth hack our way through problems and we created a space where it was okay to break stuff if it meant we were learning and pushing for a bigger goal—break it, learn from it, go again, adapt, adapt, adapt.

Then COVID happened, and guess what? We had one of our biggest sales years ever. We challenged ourselves, picked up our tools, and got to work with what we had in front of us.

I love the new brand; I think it’s a great representation of who we are and what clients can expect when working with us."

Chad - Head of Brand and Creative

"My approach to branding is all about exploring the abstract, turning over stones that others may not, and communicating those ideas in a simple way. 

The intersection of different branches of thinking is where genius happens. This is where brands create new categories for themselves, cutting their own path. Iconic brands are born by appealing to those who resonate with bold decisions and leadership.

The punk idea refused to go away, persisting under many stones despite my attempts to set it aside. It evolved and moulded into what it is now—a handsome brand with many paths leading back to the original nucleus of the idea. At its core, it embodies an authentic, rebellious spirit of innovation. 

There’s always risk in doing something new, but there’s also risk in doing the same old thing. I could talk about this endlessly, but suffice it to say that we chose to bet the house on authenticity and swinging big.

Related Articles


Australian Accounting Events Suck! But They Don’t Need To

How do we revamp Australian accounting events for maximum impact, and how did we get here?

Australian accounting events are in a dire state. I'm not here to highlight the problems; I'm here to advocate for real change. 

The current landscape is bleak – events are becoming increasingly stale, un-engaging, and frankly, a complete waste of time and resources.

Vendors are pouring money into events that accountants and bookkeepers simply don't want to attend. More concerning is the trend of every vendor wanting to host their own event next year. I've heard this sentiment echoed at least nine times in the last three months alone. This is a recipe for disaster – a proliferation of micro-events all vying for the attention of the same audience, leading to even more poorly attended gatherings.

The content being served up is underwhelming at best, often feeling like a rehashed webinar from the week prior. Like many of you, I'm utterly fed up with the same old talks and lacklustre networking opportunities.

So, what's the solution? Here are a few thoughts on how conference organisers can truly shake things up:

1. Cut the Crap (Content)

We need real, actionable content. No more theoretical fluff. Give us the nitty-gritty details on how to navigate significant changes within a firm, such as exiting a partner, buying into a firm, or flipping 3,000 clients to the cloud. Show us the step-by-step process, the challenges faced, and how they were overcome. Don't just tell us the grass is greener; show us how to tend to the soil.

2. Networking That Matters (Hold my gin)

It's time to rethink networking. We need curated meetups with purpose, not just awkward gatherings with a limited bar tab. 

Create environments where meaningful conversations can happen, and ensure there's a fun element too. Accountants and bookkeepers want to enjoy themselves, not shout over a dated rock band or play pin the tail on the idiot.

3. Hands-On Skill Workshops (Deep & Practical)

Attendees should leave with practical skills they can immediately apply. Workshops should cover mastering accounting tech usage, effective client communication strategies, and navigating complex regulatory changes. Real skills for real-world application are what's needed.

The frustration from both vendors and professionals is palpable. Conference organisers have the budget and capability, yet often seem out of touch or too focused on who's paying for stage time. I understand it's a business, but it's high time for a change. The heavily discounted stands I've seen recently are a clear indicator that it's time to either step up or step out.

We're at a tipping point. It's time to transform these events from snooze-fests into valuable, engaging experiences that truly add value to our professional lives. Let's not settle for mediocrity. It's time for a revolution in Australian accounting events.

Following this call to action, a question has been circulating:

"Trent, I hear you're running your own accounting events this year. Is that true?"

Let me address this directly:

No, I'm not.

At this point in time, I'm not remotely interested.

If last year I vocalised how dire the state of accounting events is in Australia (and some of you mentioned abroad as well), then it stands to reason that adding more events into the mix is not the solution we need.

So, no.

Not right now. The last thing I want to do is add the wrong fuel to this already blazing fire.

What we need is a reset, which, in my opinion, means fewer events, not more. A few of these large-scale events will need to fail and exit the scene first. We need to let the dust settle, focus on our businesses, our client work, and perhaps then we'll be ready for something new.

The draw card for future events should not just be innovative content. The need for community, fun, and bringing people together will likely be a bigger attraction. Building connections and shared learning experiences with your crew holds more value than a big-box event with 100 talks, where 70% come with a sales pitch disclaimer.

So, if you've been wondering what my stance is on the future of accounting events, there you have it. Now you know.

The path forward should be about quality, not quantity. We need to create spaces where real learning, meaningful connections, and genuine enjoyment are the priorities. Let's focus on making the few events we do have count, rather than flooding the calendar with more of the same. It's time for a change, and it starts with us demanding more from the events we choose to invest our time and resources in.

Read More

The Golden Rule of SaaS Pricing: Keep It Simple, Idiot!

Simplify your SaaS pricing for clarity and growth. Break free from complexity. Your customers deserve transparency.

If your client can't figure out how much your SaaS app will cost them in the next 5-10 seconds, we've got a problem. Okay, okay, I'm not really mad. I still love you. But let's be real, pricing for your SaaS needs to be as simple as ABC for everyone involved - prospects, leads, and your loyal customers.

Just yesterday, I found myself tangled in two separate conversations about pricing. Despite our best intentions, we often end up in the same predicament. It seems we're caught between a rock and a hard place, trying to extract maximum value or making it easy for clients to scale with our solution. Ironically, figuring out the price turns out to be the hardest part.

Here's the thing - customers don't lose sleep over the mechanics of your pricing. What keeps them up at night is wondering:

- How much is this going to cost me every month?

- How does this fit into my budget?

- Does the cost justify the value I'm expecting to receive?

- Is this price set in stone, or should I expect some surprises?

If your client is scratching their head trying to work out your pricing, you're already on the back foot. They're not pondering whether to buy; they're stuck on "how much does this thing cost?"

So, what's the fix? I won't sugarcoat it - pricing is a beast. 

You've got a ballpark figure of what you want to make. You've got estimates on product usage. So, draw a line in the sand and present a three-tier package: small usage + users, medium + advanced functionality, and large + custom options.

Aim to place your desired average monthly recurring revenue (MRR) at either the entry-level or the middle tier, then upsell the rest. Granted, this advice is pretty broad and might not fit everyone's bill. And if it doesn't work for you? 

Well, that's not my problem. 😂

But if you're constantly getting feedback that your pricing model is as clear as mud, it's time for a rethink. Yes, simplifying your pricing is tough. But right now, you're making it tough for your customers or potential customers. We need to shift the burden from them to us.

And you know what? That's perfectly fine. You're resilient. You're capable. You'll crack this nut. So, here's to making things simpler. For everyone.

Transparency is key. Your pricing structure shouldn't be a puzzle that clients need to solve. It should be straightforward, allowing them to quickly assess the value of your product against its cost. This clarity not only enhances the customer experience but also builds trust. When clients feel confident in understanding what they're paying for, they're more likely to invest in your product.

Moreover, consider the psychological aspect of decision-making. 

A complex pricing model can lead to decision fatigue, where too many options or unclear costs lead to indecision or avoidance. Simplifying your pricing not only aids in quicker decision-making but also reduces the cognitive load on your clients, making them more inclined to proceed with a purchase.

So, take a hard look at your pricing model. 

Is it as clear as daylight? Does it facilitate or hinder your sales process? 

Remember, the goal is to make it as easy as possible for your clients to say "yes." By demystifying your pricing, you're not just easing their decision-making process; you're also setting the stage for a smoother customer journey and, ultimately, fostering long-term relationships.

Happy hunting, and good luck. Remember, keep it simple, idiot!

Read More

What did SaaS vendors get right in their GTM strategy in 2023?

Discover key GTM insights from Journey's 2023 success with global Accounting SaaS vendors.

In 2023 we worked with more than 20 vendors. We helped them to execute their GTM strategy in the accounting industry here in Australia, the United Kingdom, South Africa and North America. 

Over the last 12 months I saw a lot of things that worked really well. And I saw a lot of things that made me want to bang my head against the wall until the pain went away.

At Journey, we've had a big year of experimentation and strategy refinement. 

Today I’m breaking down my key takeaways from 2023 on what worked well for the Accounting SaaS community, or at least for the vendors we were working with.

My goal here, whether you work with Journey or not, is to help you think through all the areas of your GTM strategy, what are you gaps, what is your opportunity and what are you digging into in Q1 of 2024 to get back on track. 

Let’s break it down.

1. Deeply Understand Your Customer

It's startling how many businesses overlook this. 

Last year, we went the extra mile by asking our clients' customers about their product usage, the problems it solves, and their overall experience. 

Our approach was comprehensive. We conducted detailed interviews and surveys, asking pointed questions about how they use our clients' products, the specific problems these products solve, and their overall experience. 

This wasn't a superficial exercise; we delved into the nuances of their responses, seeking to understand not just the 'what' but the 'why' behind their usage.

The insights gained from this exercise were eye-opening. We learned that what we thought were the key features of a product weren't always aligned with the customer's perspective.

In some cases, features we considered minor were actually making a significant impact on the customers' day-to-day operations. This revelation was a game-changer in how we approached messaging and positioning for our clients.

You absolutely need to start the year by doing customer research. Write it down.

We offer this as a service and would be more then happy to show you through how we were able to capture over 400 pieces of product feedback in the past few months for our clients.

2. Active and Diverse Funnel Activities

How often are you engaging with your prospects?

Relying on a single channel for marketing is a strategy that will likely fail. It's important to keep a mix of activities – both big and small – to maintain a healthy and consistent funnel.

Social media alone won't cut it, email marketing alone doesn't cut it, that FaceBook group that had 7 people tag your solution alone doesn't cut it.

The magic happens when these channels work together. 

Imagine a potential customer seeing your brand on social media, then receiving a well-crafted email that addresses their specific needs, followed by an invitation to an exclusive webinar. 

This approach creates multiple touchpoints, each reinforcing the other, and keeps your brand top-of-mind for prospects. The same happens when you start partnering with other brands that operate in the same channel.

Moreover, this strategy allows for flexibility and adaptability. 

Different segments of your audience might prefer different channels, and a multi-channel approach lets you cater to these preferences. 

It also enables you to test and learn which combinations of channels and content types work best for different audience segments.

This is a core offering at Journey. This is the majority of work we are rolling out and implementing for our clients at the moment.

3. A Disciplined Sales Team

The effectiveness of your sales team hinges on their structure and discipline. 

We've seen the best results when roles are clearly defined – for instance, separating the responsibilities of SDRs (Sales Development Representatives) and BDMs (Business Development Managers). 

Having someone do both the SDR work and BDM work, as in, all the call and all the demos will be ineffective, compared to 2 people splitting the work and focusing on just making calls and/or just doing demos.

This specialisation allows each team member to focus and excel in their area, significantly improving efficiency and deal closures.

Keep it simple and the results will flow. I do a lot of consulting on sales functions and getting this process right. 

We’ve seen amazing results with some clients seeing a 206% lift in revenue in 2023 alone after we made changes to their sales and marketing flow.

4. Innovative Customer Interactions

Customer engagement methods are evolving rapidly. 

We've embraced webinars, interactive demos, and other innovative interaction methods to keep our engagements memorable and accessible. 

Webinars, for instance, offer a platform not just for education but for prospect interaction. 

They allow you to delve into key themes and topics, showcase your expertise, and most importantly, engage in real-time with your audience. 

Similarly, interactive website demos have transformed from standard presentations to dynamic, tailored experiences where prospects can see firsthand how your solutions can solve their specific problems straight on the website, before they’ve even spoken to anyone.

Integrating these interactions with your CRM can provide invaluable insights and streamline your sales processes.

We implemented a number of interactive demo’s last year and the results were crazy, in the first month alone, a brand new solution we helped launch had 400 interactions inside the first 30 days, before converting roughly 20% - without even speaking to the on the phone.

5. Seamless Transition Between Teams

A critical yet often neglected aspect is the handover between marketing, sales, and customer success teams. 

This transition should be smooth and well-coordinated, with each team understanding their role in the customer journey. Automating these handovers in your CRM can prevent manual errors and ensure a seamless experience.

By automating the process, you eliminate the risk of human error – no more missed emails or forgotten follow-ups. 

This automation ensures that every piece of critical information is captured and made available to the right team at the right time. 

Furthermore, it allows for a smoother transition of the customer through different phases of their journey, from initial engagement with marketing to sales negotiation, and finally to ongoing support from the customer success team.

6. A Functioning CRM: The Heart of Sales and Marketing

Last year, I encountered too many SaaS vendors struggling with disconnected systems. A cohesive CRM system is non-negotiable. 

It should be the central hub where your sales and marketing efforts converge and should be well-integrated with your website and other tools.

We’re officially Hubspot implementation partners. This is our weapon of choice but we play nice with all systems. We find Hubspot does an amazing job of bringing visibility and cohesion in your GTM team. 

Final thoughts

These insights are more than just observations; they are the foundation of a robust GTM strategy. 

If your current GTM strategy doesn't align with these points, it's time for a change. 

At Journey, we specialise in crafting and refining these strategies to help you scale your sales and marketing efforts.

If you're looking to enhance your approach in 2024, let's have a conversation. 

This is what we do

Read More

Sign up to the Mailing List

Receive our best practices & insights landing straight in your inbox once a week

Oops! Something went wrong while submitting the form.