The vision for how nabi products would eventually work together—including the subscription ecosystem—existed long before the full platform did. But products were shipping in real time, which meant we had to market the future while simultaneously building it.

I had seen two very different models firsthand. At Apple, Steve Jobs worked closely with product design and development, ensuring the brand and the product evolved together. At Microsoft, marketing was often among the last to know what the product actually was—or whether it had fundamentally changed. The difference was impossible to ignore.

Inspired by the Apple model, we built an integrated in-house Brand Studio from the ground up—bringing strategy, account, creative, design, and production together. Long before “Brand Studio” became common language inside technology companies, we were building a multidisciplinary creative organization designed to operate at the speed of product development and even help inform it.

The closer the studio sat to product, the faster we could:
define the story
test ideas
launch campaigns
and refine the experience in real time.

We weren’t marketing a tablet.
We were introducing a new model for screen time.

From the beginning, we reframed the conversation:
from restriction → to reward
from passive consumption → to active earning
from guilt → to balance, agency, and parental control

That shift required more than advertising.
It required consistency across every touchpoint.

The studio became the connective tissue between product innovation and brand storytelling—ensuring the product, the messaging, the retail experience, the packaging, and the campaigns all spoke the same language.

Today, many of the world’s leading companies describe this model as a Brand Studio: a centralized creative system responsible for shaping how a company is experienced across product, marketing, content, and culture. Back then, we were simply trying to build the fastest and most coherent way to bring an entirely new idea into the world.