sennder is a digital road-freight-forwarder, connecting shippers with carriers through an inhouse developed platform. The company had gone through several mergers and acquisitions which kickstarted a massive phase of hypergrowth. They needed to expand and restructure their product organization as well as their platform architecture. As their product suite became more diversified, their operations teams also needed to support new markets. These teams needed better internal automation to increase their operational efficiency. Excel-based processes just aren’t scalable. On top of that, sennder was also outgrowing its “disruptor” brand identity and needed to reposition itself in the competitive logistics market.
Project A supported sennder heavily in the process of reshaping the organizational setup to support the immense growth of the tech and product team:
Meanwhile Project A’s product and branding teams worked with other parts of the organization:
Project A’s Brand team (supported by Design and Marketing) ran several of workshops with sennder management to improve sennder’s brand positioning while taking into account their competitors and complex target audiences (i.e. shippers and carriers).
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