From confusion to credibility
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The Snapshot
The Snapshot
The Snapshot
Brand arc: Define
Context: First-of-its-kind healthcare company preparing to scale
RepScrubs was a seven-year-old company with real traction and a disruptive model. They were the first of their kind in their space, operating at the intersection of healthcare systems and sales teams.
The opportunity was significant, but the story was complicated.
RepScrubs sold into highly regulated environments, where hospitals were the decision makers and sales reps were the daily users who had to adopt and comply. That meant the company had to speak to two very different audiences at once, each with different motivations, pressures, and definitions of value.
As the business grew, the instinct was to invest more heavily in marketing and hire for execution to support the next phase of scale.
The Signal
The Snapshot
The Snapshot
In leadership conversations, something didn’t line up.
In discussions with the CEO, sales leadership, finance, and HR, the company was described differently depending on who was speaking. Target audience shifted depending on the room. Messaging contradicted itself. One customer segment was being unintentionally alienated, while another was being prioritized without a clear rationale.
Independent research told a different story than the internal narrative. What the market understood RepScrubs to be didn’t fully match how the company was describing itself internally.
It was confusion at the core. Without clarity on who the primary customer was, how influence and decision-making actually worked, and what problem mattered most to each audience, the brand couldn’t do its job.
The instinct was to solve the problem with execution. Hire marketing. Increase spend. Push growth harder.
The Shift
The Snapshot
The Shift
Instead of defaulting to more execution, the decision was to pause and get clear upstream.
The work focused on defining who RepScrubs was truly for, how hospitals and reps fit into the buying and adoption process, and how to articulate value in a way that supported both decision-making and change management.
This wasn’t about choosing one audience and ignoring the other. It was about establishing a clear hierarchy of audiences, a shared narrative, and a point of view the company could consistently stand on as it scaled.
Most importantly, it created shared clarity at the leadership level so future decisions could be made from the same point of view.
The Result
Once leadership aligned on the brand’s center, decisions became easier and more focused.
Messaging stabilized. Sales and marketing began reinforcing the same story instead of compensating for ambiguity. Hiring needs became clearer because expectations were better defined. The company could speak credibly to hospitals while still supporting adoption among reps.
That clarity reduced friction and helped investment work harder. Over the following year, RepScrubs saw approximately $1.6M in revenue growth. While that growth wasn’t driven by brand work alone, establishing clarity upstream helped ensure that effort and spend reinforced the business instead of pulling it in competing directions.
Nicole Hagedorn
Davis + Harper Brand Strategy and Creative
Open to full-time opportunities in brand strategy and creative leadership.
Email me directly at nicole@davisandharper.com
Davis + Harper Brand Strategy and Creative is a DBA of Nicole Hagedorn LLC.
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