The classic INX product stack was developed in the early 2000s, and 22 years later, it looked tired when marketed against competitors. The legacy brand also lacked the flexibility to leverage design elements.

INX has a suite of 10 products, multiple enhancements and several product services. There was a lack of clarity between these, with a growing tension between product branding and master branding. New investors were driving strong growth targets, but the lack of sales enablers and clear, competitive branding was limiting cut-through and conversions.

As part of its growth strategy, INX needed to better integrate newer acquisition products and have a clear plan for product launches. There was a clear distinction between INX classic and new products, creating market confusion and diluting the value of the master brand.

Ownership changes, COVID challenges and team renewals meant change fatigue and a level of scepticism was impacting internal culture. Additionally, the dated brand didn’t resonate in a competitive employment market, with prospective software developers wanting to work with modern and innovative brands.