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Actinver had the trust. The problem was that you couldn't see it. The visual language wasn't keeping up with what the brand actually was.
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| Metric | Result |
|---|---|
| 47% aided awareness — target 20–49, NSE AB | Nielsen Brand Health / Wave 1 |
| ~56% consideration for Investments & Funds | Actinver became top-of-mind in its core category |
| ~65% brand favorability | Strongest signal of trust shift post-rebrand |
| Security: #1 driver AND #1 barrier | The rebrand closed the gap between trust earned and trust communicated |
| +15% engagement with women-led creatives | Validated representation strategy across paid channels |
📸 IMG pendiente: 3–4 metric tiles con fuente Nielsen en microtext
Company: Actinver — national investment bank, multi-channel, multiple business units (digital investments, trading, insurance, premium advisory)
My role: I led creative direction and brand governance — working across a 15-person team, executive stakeholders, and external agency partners. I was responsible for the visual system, the narrative strategy, and making sure it all landed consistently across every channel.
Timeline: November 2024 – March 2025 — digital-first rollout, phased expansion
📸 IMG pendiente: Diagrama "Bank → Business units → Channels" + timeline Nov–Mar
Actinver had something not many financial brands have: real institutional trust, built over decades. But trust alone wasn't doing the job anymore.
The brand felt safe but outdated — and that was pushing younger affluent audiences toward newer-looking options, even ones that carried more risk.
We also had some hard constraints from the start:
The challenge wasn't building trust from zero. It was making the trust they already had actually visible.