Brand Development

At Fauna & Flora International, I led a major brand redevelopment project designed to strengthen our visibility, relevance, and capacity to raise unrestricted income. Despite being the world’s oldest international conservation organisation, our brand wasn’t cutting through. Research showed that awareness of our name—particularly the abbreviation ‘FFI’—was low outside the conservation sector. Internally, we were working with a brand toolkit that felt cold, corporate, and disconnected from the warmth and urgency of our mission.
Working with charity brand expert Dan Dufour, we undertook a rigorous, collaborative process to build the case for change. Through staff workshops, leadership interviews, partner insights and audience research, we identified the barriers holding us back—and the opportunities a revitalised brand could unlock. At the heart of our business case was the need to grow unrestricted income by increasing brand awareness, emotional resonance, and public engagement.
From this process emerged a bold new brand strategy rooted in the idea of saving nature together—a more inclusive and hopeful message that reflects our partnership-led approach to conservation. We moved away from the acronym to proudly use our new, shortened, name, Fauna & Flora, and adopted a new tone of voice that is warmer, clearer, and more compelling. The updated visual identity brought fresh energy to our communications while honouring our heritage, positioning us as both pioneering and approachable.
This brand evolution was about more than a new look—it was a strategic shift that empowered our people, clarified our purpose, and equipped us to connect with a broader audience who care about nature and want to be part of the solution.
This from Jo Elliott – Global Director of Conservation: “Jonny led a very successful rebranding process for Fauna & Flora, enabling us to reposition the whole organisation for future impact and funding success globally. He designed and delivered a creative and highly effective process over a year long period, ensuring full consultation and buy-in from all internal and external stakeholder groups. The resulting rebrand is being fed into our influencing and fundraising strategy, and is proving to be a key factor in underpinning our organisational resilience in these challenging times.”