Why we took the risk to reposition—and what we stood to lose if we didn’t.
Rebranding is risky—not because you’re starting from scratch, but because you’re risking everything you’ve already built. The brand equity. The name recognition. The mental shortcut people use when they say, “Oh yeah, you’re the RFID wristband company.”
But what happens when that shortcut is sending people in the wrong direction?
VP Sales & Marketing Gautier Poiret shares his perspective on why the Connect&Go rebrand was non-negotiable.
“That Legacy Perception Was Holding Us Back.”
The Connect&GO team and leadership had built strong brand equity—we were known, trusted, and remembered. But the story people held onto no longer reflected the company we had become.
“The old brand was built before the current product even existed,” says Gautier Poiret, VP of Marketing. “That disconnect had to go.”
We’d grown far beyond RFID. Yet time and again, we found ourselves re-explaining who we were. The brand that once helped us grow had become a limitation.
“People kept saying, ‘You’re the RFID wristband company,” Gautier adds. “That was true years ago. Today, it’s just a thin part of what we actually do—and it was holding us back.”
The rebrand wasn’t about starting over. It was about resetting the conversation: making sure our brand reflects the platform we’ve built, and the operators we’re built for.
“If the Brand Doesn’t Show That, I’ve Failed at My Job.”
Rebranding takes guts, especially when things are fine. There was no drama. No PR crisis. No nosediving NPS. But that’s what made it tricky. It’s easy to fix a broken brand. Harder to admit when something’s just off.
“I convinced the leadership that we weren’t aligned on who our ideal customer was,” Gautier says. “That realization alone made the rebrand non-negotiable.”
That meant going deep. We used April Dunford’s product positioning framework to get clear on our value:
- What category are we really in?
- What customers are the best fit?
- What makes us different—and why does it matter?
The process exposed gaps. But it also gave us something stronger: a shared understanding. A way to move forward.
“The Biggest Risk? Staying in Old Habits.”
Rebranding always feels like a gamble. You worry about confusing your audience. You wonder if your new positioning will land. You hope people won’t think you’ve lost the plot.
But the real danger? Letting outdated perceptions dictate your future.
“The biggest risk of not rebranding?” Gautier says. “Staying in old habits. Driving unqualified leads. Wasting time explaining who we are again and again.”
This wasn’t a branding exercise. It was a growth decision. One that said: We’re not chasing the past. We’re owning our future.
“It’s an Expression of Who We’ve Always Been.”
What we have now is more than a new brand—it’s a clearer one.
“A brand should be your DNA,” Gautier says. “It’s not just about pretty colors. It’s about making people feel who you are the moment they see it.”
From the way we speak to the way we sell, everything is sharper, more aligned, and more true to the experience our clients already have with us. This rebrand didn’t change our story—it revealed it.
“During onboarding sessions, I realized—we’re not just a SaaS tool you subscribe and forget. We’re a team that shows up. That story wasn’t being told.”
Now, it is and it will be, more and more.
“We Trusted the Process. The Result Isn’t a Surprise.”
When a rebrand is grounded in strategy, it’s not guesswork—it’s a game plan. One that pays off.
“We took our time. We trusted the process,” Gautier says. “The result isn’t a surprise—it’s an expression of who we’ve always been, finally visible.”
And that’s what our clients deserve: a brand that reflects the partner they already know. A brand that makes sense on the first click, not after the tenth call. A brand that opens doors—without requiring an explanation.
“When We Align with the Right Clients, Everyone Wins.”
This rebrand wasn’t just about repositioning Connect&GO—it was about deepening alignment with the industry we serve.
“We’ll attract new attractions that have the same community values and vision of growth as our existing customers” says Gautier Poiret. “Everyone will benefit from each other.”
By clearly expressing who we are, we attract more of the right-fit operators—the kind who already thrive with us. The kind who see us not just as a vendor, but as a strategic partner. And when our clients share that same ambition? It sharpens everything.
Our product roadmap becomes clearer, our development priorities move faster, and even our brand activations and marketing efforts resonate more deeply.
Because when we’re aligned with the people we serve, the whole ecosystem wins.
“Rebranding Takes Guts—But Standing Still Was Riskier.”
A rebrand isn’t decoration— it’s alignment, strategy, and momentum.
So no, this rebrand wasn’t optional. It was overdue.
We rebranded with guts. And we’re not looking back.
About Gautier Poiret
Gautier is the VP of Sales and Marketing at Connect&GO. With roots in customer experience and a start in digital project management at award-winning creative agency Cossette, Gautier brings both strategic clarity and creative guts to his work. An avid trail runner and golfer, he thrives on high-effort, high-reward challenges—and sees branding as no different. For him, it’s not about making things look good. It’s about making sure they mean something.
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