By: Sean Barnes

“Brand is more about meaning and about strategy.” That’s how Jamie Schwartzman, Chief Creative Strategist and founder of Flux Branding, opened his conversation on the Build Your Culture Brand podcast with host Jay Raines.

After nearly three decades in branding, Jamie has emphasized one key point: design is only one part of the larger picture. The deeper work involves aligning internal purpose with external perception.

Brand Isn’t Just Design—It’s Strategy

“A lot of people tend to confuse branding with design,” Jamie explained. “For design to truly resonate, it generally needs to mean something. And that meaning—the basis of meaning—is what brand strategy seeks to define.”

While logos, packaging, and visuals play an important role, he emphasized that branding also involves how people inside the organization experience their work. “How do we feel about what we’re doing? What’s our purpose? What’s our mission?” Those are the kinds of questions that guide the strategic side of branding, he said.

Jamie described branding as a tool to help create a more predictable emotional response—not only for customers but also for employees, suppliers, investors, and even competitors.

“If we can create unity across these feelings, it can generate a common understanding. Then we have something that’s more memorable.”

Branding as a Tool for Unity in Times of Change

Flux Branding was named for a reason. As Jamie put it, “Brand is often called into question during times of significant change.” He shared that clients often bring him in during mergers, acquisitions, or cultural shifts—not solely due to marketing challenges, but because something fundamental is evolving or needs repair.

One example involved a publicly traded automotive company with a damaged reputation following SEC investigations. “So in those cases, we’re facilitating a reboot… it’s like the new Spider-Man story. It’s the same core, but a different narrative.”

But not all projects require a complete overhaul. A recent engagement with a $140 million legacy haircare brand involved a more subtle evolution. “We helped clarify it,” Jamie said. “We adjusted the meaning behind the logo. We refined who they were, what they represented, and sharpened their focus.”

Why Brand Immersion Often Requires Leadership Buy-In

For branding efforts to take hold, Jamie stressed the importance of executive leadership support. “This is generally not something that can be fully driven from the bottom up,” he said. “Strong executive sponsorship is usually needed.”

He outlined key steps companies might consider during a brand immersion process:

Gain outside perspective: “We brought in an outsider when we rebranded Flux. I’m drinking the Kool-Aid every day. It can be difficult to see it the way outsiders do.”

Write it down: “In many cases, the brand exists mainly in people’s minds. We have to distill these different perceptions and work towards creating consensus.”

Ultimately, he said, “The brand isn’t just a manual or document. The brand is really the people.”

Storytelling That Shapes Culture

Jamie’s use of brand archetypes—like the Explorer, the Hero, or the Sage—helps simplify the storytelling process. These archetypes are grounded in cultural understanding and serve as useful shortcuts for emotional connection.

“Stories have the ability to connect us,” he explained. “It’s not just about the product, features, or benefits anymore.”

He shared how Flux Branding helped Live Nation Special Events define their message. By positioning their client as the “hero,” they reframed the brand around what their audience wanted to feel: legendary. “The brand was about being the hero—whether you’re booking the venue or hosting the event.”

Brand as a Long-Term Asset, Not a Quick Fix

Jamie doesn’t view branding as a one-time effort. “There can be a compounding effect that comes from consistent investment—small investments made steadily over time.”

He compared branding to equity on a balance sheet. “Marketing is often seen on the profit and loss statement. But brand? Brand can be considered a durable asset.”

For companies facing challenges, his advice was thoughtful: “The most effective time to focus on branding is typically when there isn’t a crisis.”

And for leadership wondering who should own brand strategy?

“You are ultimately the steward of your brand. This is not something to fully outsource.”