Bellmont Partners has been working with the company formerly known as ID Insight on-and-off since just a few years after it launched in 2003. The Minneapolis-based leader in developing platform-based fraud-prevention solutions for financial institutions has nimbly shifted over the years to navigate – and stay ahead of – the constantly changing fraud environment. But 2022 saw its biggest evolution yet: a full rebrand.
Today, ID Insight is Kevari, a name whose initial inspiration stemmed from a river in India that flowed through areas of the country where some of the greatest mathematicians of all time studied and lived.
We sat down with Chief Product and Marketing Officer Jack Sundstrom to talk about the ups and downs of the rebrand process, how marketing takes a village, and his longtime affinity for craft brews.
After being “ID Insight” since your inception, what prompted the rebrand?
A big part of it stemmed from a nonprofit organization that had the same name, and as its profile increased, it was creating some brand confusion. We also had a bit of a problem with not standing out even within our own industry. Several other companies in our space use “ID” as part of their names. Today, we’re not solely focused on identity and “ID” is an old-school term that made sense 20 years ago when the company was founded, but less so today. We have a lot of pride in the old brand, but just recognized that with all of these things coming together, the timing was right for us to make the big move.
What were some of the critical elements you needed to make sure to cover during the process?
Even though we’re a small company, we wanted to go through a rigorous process to make sure the brand made sense and aligned with what we’re all about. We went through a series of workshops to make sure that the name would align with our company’s vision, values and archetype. And then of course, we went through the process of coming up with different options and then assessing those options in the marketplace before we actually picked the name. We went through the whole disaster prevention process to make sure that this wasn’t going to be the new Chevy Nova.
How has all the work you’ve done over the last year set you up for the future?
The process itself was enlightening for our employees and our partners. As we went through that, it forced us to take a really hard look at ourselves and say, “Who are we?” And through that process, it resulted in us refining our focus. Our team was excited about it, which is important. We got buy-in there. The launch itself went well. We’ve been to several conferences since then and our team has experienced a positive reaction within the marketplace. I now feel that we’re set apart from the competition. The employees have clear messaging that they use when describing the company. So right from the get-go we’re being very consistent with the way we talk about the new brand.
Have there been any major challenges you had to overcome through this?
Not from a marketing standpoint. Of course, when you think about your brand and where it resides in the whole ecosystem, there are places where the old brand resides, and it might not be somebody else’s priority for them to update that. So we’re focusing on that between now and the end of the year. I would also say that our old brand is tied to our technical solutions and to our existing customers. In a reseller relationship, it takes work on your partners’ part in order to make those updates. But the majority of the challenges really are the internal workings of just the simple things like new email addresses, customer contracts and all sorts of customer-facing documentation.
How about you personally? How has it felt for you and your role?
It has impacted me in a very positive way. I’ve worked for very large organizations, and I’ve experienced rebrands where I’m at the receiving end of it. And now I got to lead this whole thing. And even though we’re not a huge organization, we followed all the proper steps to make sure we did this right. So it wasn’t just some amateur-hour kind of thing, like, “Hey, let’s come up with a new name.” It was the real deal. I look at this as a success and something I’m proud that I’ve led.
How important was your team through this process?
Obviously the rebrand process succeeded with the help of great partners. Everybody played an important role, from our internal team to Tracy Keith at TK Communications, Tracy Saathoff Consulting, Bellmont Partners, Todd Spichke at Riverbrand Design, Smitty’s Workshop and others. It felt very collaborative. I look at the end result and compare it to the end result of rebranding at some very large organizations and think, “Wow, that’s really good.” Some of it I expected, and some of it I was thinking, “Holy cow, I can’t believe we did that.” Most of my contribution to the resulting Kevari brand was simply providing words to describe how we wanted our audiences to feel about us. Then to have partners make those words come to life in the brand was incredible. No, it was more than that—it was awesome.
To wrap up, what’s brewing in your glass these days?
I just got back from a trip to Asheville, North Carolina, for vacation, which has a fantastic craft brewing scene that I would recommend to anybody. Just within walking distance of where we were, there were excellent choices. And I don’t know I want to admit this, but over the course of a week, I sampled 34 different beers. I used the Untapped app to keep track of them. The Twin Cities has a really good craft beer scene, too. But clearly when you’re in vacation mode, the ability to enjoy a beer is maybe a little bit exaggerated.