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Building a Brand that Resonates (Internally & Externally!)

  • 10 minutes ago
  • 3 min read


The Mid-Illinois Communications Association hosted a Lunch & Learn on July 30, 2026, with guest speaker Bridget Ingebrigtsen presenting on “Building a Brand That Resonates (Internally & Externally!)” Bridget is brand director for O’Shea Builders, a central Illinois company.


Bridget opened by sharing a bit about herself (e.g., her roles as wife, mom, dog mom, Chicago transplant, writer at heart, marketing director and brand director) and by asking the audience about their favorite brands. Responses included Diet Coke, Amazon, Disney and JCrew.


She asked: What’s the difference between ‘marketing’ and ‘branding’? “Marketing” is who WE say we are, and “branding” is who OTHER PEOPLE say we are. We need to ensure that the two are aligned.


HONORING A FAMILY LEGACY


O’Shea Builders has been in Springfield since 1900 and has greatly expanded in the past 15 years or so. About 220 people are on the payroll.


When the company was small, there were “unspoken” family values passed on from one generation to the next, she said. A “family culture” existed. But as time went on, it wasn’t always possible for an O’Shea family member to be “in the room.”


Bridget said that has meant asking the question: How do we ensure now that we are honoring the O’Shea family legacy and yet bringing the company into the future?


Noting that she is from the Chicago area, Bridget pointed out that things are different in central Illinois. For example, in central Illinois, relationships matter, and people are kind.


O’Shea is a very central Illinois-centric company, and clients are from this area, too.


O’Shea had to think about: Who are we? Who do we want to be? The company came up with a mission statement and defined its vision, values and priorities. The mission: to create exceptional construction experiences. The vision: to build a team so great it earns client loyalty. The values: competence, commitment, consistency, compassion, courage. The priorities: safety, loyalty, profitability.


The company has “really moved the needle” with clients since taking this intentional approach, Bridget said.


THE SYSTEM


She then asked: So, how do you systematize this?


O’Shea’s branded management system consists of: 

  • Branded Experience: This includes defining an “authentic and personalized experience” not found with any other contractor; setting and communicating the vision; and setting expectations. 

  • Training: This involves customer service training that dives deeper into LOYALTY. It also involves regular client/customer service focus and training – for the entire organization and for various subgroups – that takes different forms, such as roundtable discussions and videos. 

  • Performance Management: This includes annual reviews, setting goals around the customer experience, and project-specific surveys.

  • Reward and Recognition: This includes praise in public and private forums, sharing customer testimonials, and more.

  • Measurement: This is done with surveys and client check-ins.


She said the company is much farther along on this journey than it was even just a few years ago. She mentioned attending a branding workshop by Scott Galloway, who says “people are the new brands,” and that people should “double down” on what they’re good at.



BRIDGET’S WORKSHEET


Bridget provided a worksheet titled “Building a Brand That Resonates.” It starts with four columns to review and fill out.


Step 1: What do people say about us? In other words, what is the current perception? What words, phrases or stories do people use to describe us? 


Step 2: What do we want them to say? In other words, what is the desired perception? What words, phrases or stories do we want people to use to describe us? 


Step 3: What are the gaps? In other words, this is the reality check. Where is there a disconnect between our current reputation and our desired reputation?


Step 4: How do we bridge the gaps? In other words, how do we turn insight into action? What specific actions, behaviors, experiences or communications will close the gap?


The next part of the worksheet is called “Brand Framework: Differentiated | Relevant | Sustainable.” It consists of three parts that you/your company fill out.


  1. Our brand gap in one sentence. Today, people see us as [fill in the blank]. We want to be known as [fill in the blank].

  2. Our first 3 actions.

  3. Who owns it?


Bridget also provided these resources on the worksheet:


Central Illinois Customer Service Association: www.cilcsa.org 

Steve Yastrow: www.yastrow.com


During the question and answer session, Bridget was asked how long it took for all of this to build momentum, and she responded that it took a couple of years and has proven very beneficial.



Members, log in to view the full presentation.



 
 
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