ROVIO2011 - 2014Building a Global Entertainment Brand
When I joined Rovio, Angry Birds was already a successful game. Over the following years, it grew into one of the world's most recognised entertainment brands, expanding across games, consumer products, publishing, animation and global licensing. As the brand grew, so did the need for consistency, scalable systems and a clear brand identity.
BUILDING THE FOUNDATIONMy work began in the Licensing team, where I quickly recognised that the existing brand assets and approval process couldn't support the pace of the brand's growth. Artwork was often created individually for each request, making production slow and maintaining consistency increasingly difficult.
I helped establish a more scalable approach by developing brand systems, visual guidelines and governance that made it easier for internal teams and external partners to create consistent brand experiences. One of the key improvements was introducing a vector-based asset system that replaced time-consuming custom artwork with reusable brand assets, making production faster while improving quality and consistency.
As the Angry Birds portfolio expanded, I developed brand guidelines across multiple Rovio brands, including Angry Birds, Angry Birds Space, Bad Piggies, Angry Birds Toons, Stella, Rovio and Rovio Stars, helping each brand establish its own identity while remaining part of a coherent portfolio.
GROWING THE BRANDLater, I transitioned into Marketing, where I led a team of six creatives responsible for global campaigns art, launch materials, websites, gameplay videos and social media. While the focus shifted from licensing to marketing, the underlying objective remained the same: ensuring the brand felt consistent across every player touchpoint.
Working closely with game teams, marketers and external partners, I helped bring new game brands to life while supporting the continued evolution of the Angry Birds franchise.
BEYOND DESIGNOne of the projects I'm particularly proud of was identifying an opportunity to broaden the Angry Birds universe by introducing a stronger female presence. That thinking led to the original concept for Stella, which later expanded into Stella and Friends. For me, it reinforced an important lesson: strong brands continue to grow by recognising new audiences while remaining true to their identity.
REFLECTIONStrong brands don't scale through assets – they scale through systems.
Looking back, the most valuable part of my work wasn't creating individual designs. It was helping build the frameworks, governance and creative direction that allowed one of the world's fastest-growing entertainment brands to evolve consistently across games, products and experiences.
