Úbico

The New Corporate

Mobility

From the outset, the brand was built on an uncommon combination: proprietary technology integrated with the client’s systems, and a team that works closely, understands each account and fine-tunes every decision. This blend of judgement, continuous service and sensitivity became the foundation of The New Corporate Mobility.

When Úbico came to Mandarina Brand Society, the business was performing well and the name was already established. However, its narrative had been built in layers: sales materials, isolated messages, and partial identities for new business units. In a landscape crowded with similar promises — efficiency, cost control, automation — the brand was at risk of sounding like just another player.

• From an economic perspective, we identified a high-value proposition — better data, less operational noise, genuine tool integration — that was not being communicated with enough clarity.
• On the emotional side, there was a strong culture of presence and care, difficult to reconcile with the idea of an “anonymous platform”.
• From an environmental perspective, an opportunity emerged to connect mobility with the group’s structural commitment to sustainability, beyond reputational narratives.
• Balance confirmed that the brand must hold these three dimensions at once: profitable, human and responsible mobility.

The conclusion is clear: Úbico should express itself as a designer of corporate mobility, combining knowledge, sensitivity and presence — and understanding that every journey says something about how a company relates to its people and to the world.

Building on this diagnosis, we articulated the brand’s core territory: The New Corporate Mobility — a new way of being a company in motion. Mobility moves beyond logistics to become an expression of culture: how work is organised, how talent is cared for, how impact is understood.

The brand unfolds through five strategic lenses — mobility as organisational culture, relational mobility, purpose-driven mobility, technology with a human touch, and curated personalised mobility. These lenses guide concrete decisions: designing travel programmes, structuring the offering, articulating success stories, or integrating new business units.

This verbal system takes shape as a manifesto, a transversal narrative, business-unit messaging and practical examples for proposals, web and communications — ensuring that anyone on the team can tell the brand’s story without betraying its essence.

We revisited the colour palette — deep blue as the foundation, softer blues for support, and green and coral accents — and defined a typographic pairing of Mixta Pro and Manrope that balances character and legibility.

The decision not to break everything reinforces a key principle in our way of working: sometimes real progress lies in building a solid system around what already works, rather than starting from scratch and losing brand recognition.

The Tangram — a set of combinable triangles — becomes the brand’s graphic grammar. It allows for the creation of backgrounds, bands and compositions that evolve without losing coherence, and symbolises a system in which every journey is different, yet fits into a whole that makes sense.

Photography follows this same logic, focusing on restrained work and travel scenes, natural gestures and a sense of concentration rather than spectacle — moving away from generic business clichés.

Art direction was developed using AI-generated imagery as a reference bank and visual guide for future shoots. These images define framing, atmosphere and pacing, enabling real photography to be produced efficiently and in alignment with the Úbico universe.

• From an economic perspective, the new narrative and visual architecture makes the model easier to explain: mobility designed to reduce operational friction, integrate tools rather than multiply them, and improve spend visibility. The story and service structure give the sales team stronger arguments to defend pricing against cheaper but less tailored alternatives. Internally, having a clear brand system reduces message dispersion, shortens proposal preparation times and frees up hours for higher-value work.
• On an emotional level, the project gives words and form to a way of working rooted in presence: there is always someone on the other side. By turning this relational style into a narrative, Úbico gains consistency across key accounts and reinforces an internal culture centred on care, not just incident resolution.
• From an environmental perspective, purpose-driven mobility becomes a core pillar of the model. It enables clients to integrate sustainability criteria into their travel policies and allows Úbico to measure and report that impact as part of results — not as a footnote — strengthening external legitimacy and internal pride.
• In terms of balance, the brand now has a system that allows it to grow without fragmenting. The narrative architecture organises the relationship between the master brand and its business units, the Tangram sustains a flexible visual identity, and the voice provides a stable framework for communication.

At Úbico, the brand moves beyond being a layer of communication to become the system that organises how the offering is designed, how mobility decisions are made, and how impact is measured — across key accounts, the team and the environment.

For Mandarina Brand Society, this project shows that managing a brand often does not mean changing the name or the logo, but changing the way a company thinks, decides and moves through the world.