End-to-End Ownership of Mobile, Tablet, and Desktop Apps for Unified Communications

1. Context

As part of a broader Unified Communications (UC) solution, I was responsible for ensuring that all apps and endpoints were fully functional, updated, and aligned with brand and tone of voice guidelines. This included managing the rebranding and publishing of off-the-shelf apps provided by the vendor across multiple platforms:

• Mobile (iOS & Android)
• Tablet (iOS & Android)
• Desktop (Windows & Mac)

Unlike previous bespoke UC solutions for the telecom operator, this was an off-the-shelf solution with customisation capabilities, including rebranding, configuration changes, and feature integration (e.g., CRM integration, Click-to-Dial apps). This made the rebranding process both critical and complex. The target audience was B2B SME customers, enabling seamless communication through branded and localised apps across key markets.

2. Challenge

• High workload: The rebranding and publishing process was new to the UC team and had to be managed alongside my primary product management role.
• Lack of internal expertise: The organisation had no prior experience in app rebranding for Unified Communications at a global scale, requiring me to establish processes from scratch.
• Supplier coordination: Managing multiple vendors, including design and localisation teams, was essential for creating brand-compliant image and text assets.
• Team building: There was no dedicated in-house team for app rebranding initially, requiring careful planning to find the right resources.
• App publishing resources: Finding a suitable app publishing team within the organisation took time due to the scale of operations and the need for English-language communication.

3. Approach

To address these challenges, I implemented a structured approach:

1. Rebranding Process Creation

• Travelled to one of the key local markets to learn from teams with prior app rebranding experience, using insights to create a scalable Group-wide process.
• Collaborated with Design & Brand teams to ensure rebranding efforts aligned with corporate guidelines.

2. Interim Rebranding Management

• Personally led the rebranding of initial app versions, working directly with vendors for assets and localisation (English and German versions).
• Ensured all rebranded apps were tested and ready for release across iOS, Android, Windows, and Mac.

3. Building a Dedicated Rebranding Team

• Established an internal rebranding team, responsible for:
  • Working with suppliers to obtain design and text assets.
  • Implementing and testing assets in the apps.
  • Resolving issues with vendors and suppliers.
• The team took over post-launch rebranding responsibilities, ensuring scalability and continuity.

4. App Publishing Solution

• Identified and contracted an app publishing team, enabling structured releases on a monthly/quarterly basis.
• Ensured smooth handover to the publishing team to handle ongoing updates.

4. Role & Achievements

I led the entire process from scratch, managing both interim and long-term solutions for app rebranding and publishing. Key contributions included:

• Developing a global rebranding methodology, ensuring alignment across design, branding, and localisation.
• Successfully managing the first set of app releases, balancing this with my primary UC product management responsibilities.
• Setting up a dedicated rebranding team, creating a sustainable, scalable approach.
• Establishing a structured publishing solution, ensuring smooth, recurring updates.

5. Results

The project resulted in:

• A successful launch of fully branded and localised apps across mobile, tablet, and desktop.
• A long-term, scalable rebranding and publishing model, with clear roles and responsibilities.
• Significant efficiency improvements, as responsibilities were distributed across internal teams and publishing resources.