A3
NEXTGEN
The audience was different.
The experience should feel different too.
I explored a new digital direction for A3 NextGen built around the energy, expectations and visual language of students and emerging automation professionals.
NextGen was speaking to a younger audience without really looking or behaving like it.
A3 NextGen exists to connect students, early-career professionals and future automation leaders with the industry.
The opportunity I saw was bigger than refreshing a webpage. The experience could communicate much more clearly who the program was for—and give that audience something that felt created specifically for them.
Concept exploration — not implemented.
I developed this direction as an exploration of how NextGen could evolve its digital identity. The concept was not ultimately selected for implementation, but it represents the audience-driven direction I believed was strongest for the program.
Same program.
Very different signal.
A sub-brand can belong to the organization without disappearing inside it.
Signal the audience immediately.
The first few seconds should make it obvious that NextGen is built for people entering and shaping the future of automation.
Create more energy.
A younger audience gave the program permission to be bolder, more expressive and more culturally current than the primary corporate experience.
Keep the connection to A3.
The goal wasn't to create an unrelated brand. It was to give NextGen enough independence to establish its own identity while remaining part of A3.
Don't ask a different audience to enter through the same front door.
Give NextGen its own energy.
I pushed the visual language toward stronger contrast, expressive typography, bright color and more dynamic composition. The goal was not simply to make the page look younger—it was to make the program feel active, contemporary and worth joining.
How far could the experience move without losing the parent brand?
Audience before convention.
Instead of starting with the established website style, I started with the people NextGen needed to attract and worked backward from their expectations.
Personality without novelty.
The visual direction needed to feel energetic without becoming a collection of trends that would quickly feel dated or disconnected from the organization.
Independence without separation.
NextGen could have its own palette, rhythm and visual personality while still retaining enough structural DNA to remain recognizably part of A3.
Experience as a recruiting tool.
The page itself could communicate that this was a community someone would want to enter—not merely an information page describing a program.
More contrast.
More movement.
More identity.
Large typography, dark fields, saturated pink and asymmetric compositions gave the concept a stronger sense of momentum. Repeating the design at different scales also helped test whether the visual language could operate as a system rather than a single hero.
Not every strong idea gets implemented.
Marketing ultimately chose not to move forward with this direction.
But the exploration remains useful because it shows the question I was trying to answer: how should a digital experience change when the audience changes? My answer was that NextGen needed more than new content. It needed a stronger identity of its own.