We worked with the inspiring All Things Equal team to create a full messaging makeover, building a brand story that is both professionally credible and warmly human.

Our process included:

• Refining the overarching brand narrative and elevator pitch
• Defining key audience segments and tailored value propositions
• Developing proof-backed messaging pillars to strengthen trust
• Crafting taglines and headlines for use across channels
• Documenting tone-of-voice guidelines for consistent, confident communication

The result was a complete brand messaging guide that equips the All Things Equal team to speak with one clear voice.

This new framework aligns the team internally, supports business development, and sets a solid foundation for marketing – helping All Things Equal grow its reach and create more inclusive employment opportunities.

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ThinkHatch led a Discovery Sprint, blending stakeholder interviews, desktop research, and a comprehensive audit of marketing assets and digital infrastructure. We delved into team structures, the effectiveness of existing marketing initiatives, and the unique context of each centre. Our process surfaced critical insights and opportunities in relation to key touch points within customer journey mapping, pre- and post-launch activity, local community engagement, and the digital lead pipeline.

The sprint delivered a targeted, practical plan with clear next steps, covering everything from a differentiated brand messaging framework and a redesigned Centre tour experience, to seamless CRM integration, hyper-local content plans, and robust digital tracking.

Our recommendations empower Woodlands to enhance brand consistency, re-engage local communities, optimise marketing spend, and create compelling, parent-centric experiences from first contact to enrolment. By addressing both immediate and systemic needs, Woodlands now has a data and insight-informed strategy to drive occupancy, ensure reputational trust, and underpin its vision to grow to 25 centres by 2026 and beyond.

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ThinkHatch led an in depth strategic process, starting with discovery workshops, stakeholder interviews, and a review of ATE’s marketing assets, digital presence, and audience engagement journeys. We mapped challenges affecting growth, from operational bottlenecks to audience awareness gaps, and identified the ‘push/pull’ dynamic of trainee supply and employer demand as a key strategic focus.

From there, we delivered a co designed marketing strategy built on clear audience priorities and actionable, phased initiatives. This included:

• An over-arching approach to marketing and foundations for success
• Clarified customer journeys mapped with strategic touchpoints and tactical initiatives
• Targeted B2B/B2C plans for catering, café visitation, and employment partner engagement
• Recommendations for data capture, lead nurturing and campaigns
• Content themes to amplify ATE’s thought leadership and social impact storytelling
• Quick win tactics to boost local awareness and repeat visitation, alongside bigger projects for scalable growth

The result is a clear marketing roadmap that balances commercial and social objectives, empowers ATE’s new in house marketing lead, and positions the organisation as a national leader in inclusive employment within hospitality. Armed with this plan, ATE can now accelerate toward its vision with focus, clarity, and measurable impact. And we’re here alongside them to bolster capability and capacity with external support and expertise.

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Working with the senior executive team, Roch facilitated whole-of-business strategies and associated marketing plans. She supported the CEO and COO in driving the evolution of the brand and growth of the business, and oversaw leaders responsible for campaign development and delivery, mentored the marketing team, and contributed to key annual programs as well as some ad hoc initiatives as required.

From high value industry research projects, to client and candidate strategies, new business pitches, and ground-breaking female leadership mentoring programs, the role extended across most areas of the business.

COO, Amelia DeAngelis, described Roch as “a gold panner of ideas – sifting through the rough to pick out the gems”.

She said that, “As a marketing adviser, Roch is an expert in all things marketing. But also so much more – business, sales, client experience, training support. I’m not sure there is much Roch couldn’t try her hand at. Her whole of business approach has been invaluable in integrating marketing within our growing business”.

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The Langley Group Institute (RTO #40655) leaders were initially looking for an agency to assist with Google Ads and SEO, but after discovering ThinkHatch and exploring their options, they recognised the exciting potential for growth with a more whole of business multi-channel approach.

Identifying both B2C and B2B opportunities, digital strategy remains a core requirement, coupled with an enhanced brand, better messaging, high value content, more effective online UX, optimised lead management and CRM sales pipelines and systemised workflows that support engagements, enrolments and student service and support.

Working within budget and resource limitations, ThinkHatch is partnering with Langley Group Institute on a phased delivery solution that allows for increased revenue from growth to fund the next phase of activity. It’s only early, but it’s already feeling like a positive and fruitful win-win.

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Desktop research, founder and senior executive team meetings, leadership and stakeholder interviews and a series of codesign workshops were all part of the journey to define a suitable CSR strategy that leverages the group’s scale whilst also allowing for tailored adoption and activation at the individual brand level. It was important to suitably package up and communicate all the great work already being done across the group, as well identify primary areas of focus and key opportunities for each brand – namely Spotlight, Anaconda, Harris Scarfe and Mountain Designs. It was also vital that we develop a strategy and program of work that supports core business objectives and that sits well within strong, long-held organisational values.

From discovery research, through to defining and developing the strategy in consultation with a multitude of stakeholders, we are now engaged with the group to support on delivery.

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ThinkHatch partnered with the team at JAQ to define their brand values and messaging, evolve their visual identity, define their marketing strategy, and deliver initiatives to help put JAQ on the map. We ran a brand messaging workshop with the Board and team, created an over-arching strategy and marketing plan, implemented community research, managed JAQ’s presence at key community events, and delivered marketing and fundraising requirements including:

• Brand articulation and core messaging
• Overarching strategy and plan
• Case for Support for government
• Fundraising pitch presentations for donors
• Community survey, analysis and reporting
• Event stand displays, banners, brochures and postcards
• External building signage
• Branded merchandise

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We delivered all of that and more and continued to work with Dave and the team in support of their business growth, until their recent purchase and integration into Avant. After working as a key partner in the integration of Hoxton MPM within the broader Avant business, we continue to deliver a range of services to Avant within their core business as well as some of their new ventures.

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ThinkHatch facilitated a strategic communications workshop with members of the River Capital Board. We created values-based messaging that succinctly expressed their brand and purpose and defined the River Capital Way for use in future communications.

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ThinkHatch worked closely with the Directors and Senior Management at Biosis to carefully design a new brand identity, market positioning and marketing messages that supported the planned growth and expansion of the business.

The new brand identity was rolled out externally through:

• printed collateral
• a new website
• external office signage and interiors
• staff uniforms
• vehicle livery
• trade press advertising
• trade show presence and,
• PR.

Internal communication initiatives included:

• team briefings
• intranet content and,
• a complete set of reporting and proposal document templates and user guides.

ThinkHatch also facilitated train the trainer initiatives to develop a team of tender writing champions who served as knowledge experts to support the team ongoing.

Providing standard setting service supported by their new brand identity and marketing capability, Biosis has gone from strength to strength achieving success against all of its business objectives.

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