5 years. New name. Same passion.

CDM Stravitec, a Structural Acoustics & Vibration Isolation Technology company

Five years after the CDM Stravitec rebranding, we asked our board members to look back on what it truly changed - both for our customers and for our teams.

Their reflections point to a clear outcome: the rebranding brought more clarity to our offer, strengthened recognition across markets, and helped the company align even more strongly around a shared direction.

Here’s what they shared about the impact, the challenges, and the moments that confirmed the rebranding really “landed.”

Five years on, did the rebrand meet your expectations - and what stands out most?

Five years after the rebranding, it’s natural to ask whether it really delivered the impact it was meant to.

Looking back, the answer is clear: it did.

The goal was simple but important: make it easier for customers to understand what the company stands for and what it offers. Today, that clarity is visible every day - people find their way through the solutions faster, understand the value more easily, and connect the brand to the expertise behind it.

Changing the company name was a big step, but it allowed the brand to reflect what the company truly does: combine deep technical know-how with an international outlook and strong leadership in its field. Clarity and simplicity were at the heart of the rebranding, not as design choices but as strategic choices.

By organising the solution lines more clearly - like Stravibase, Stravifloor, Stravigym. etc. - customers gained a much clearer view of what fits their needs and why. The most lasting result is a stronger, more consistent positioning: the brand now speaks with one voice across markets and regions, reflecting expertise in a way that is easier to understand and supporting commercial impact in a very real way.

The “Stravi” naming caught on naturally - new ideas and tools instantly felt consistent when “Stravi” was added, showing how intuitive the brand became.

Laurence Carels

CEO

Has the rebrand changed how customers see us?

Absolutely! The rebranding has had a meaningful impact on how customers perceive and engage with us. One of the biggest advantages was adopting a new, more distinctive name, which strengthened our online presence by making us easier to find, recognize, and remember.

At the same time, the introduction of clearly defined product brands - grouping our solutions under names such as Stravibase, Stravifloor, Stravilink, Stravigym, and Stravimech - made a real difference in how customers understand and memorise our offer. This structure brought clarity, simplicity, and a stronger link between each solution and its purpose.

The rebranding was also much more than a visual refresh: it came with a new website, updated marketing materials, and improved tools such as Stravi-dB (our online library of acoustical test reports), helping customers work more independently.

These changes made it easier for specifiers, engineers, architects, and partners to select and specify the right solutions for their projects.

Of course, it also brought challenges - especially encouraging long-time customers to move away from old product names they had known for years. Changing habits takes time, but the long-term benefits have been worth it.

Seeing customers navigate our offer more easily thanks to the new brand structure - and using tools like Stravi-dB to support their project choices with more confidence.

Bruno Meira y Duran

Commercial Director

How did the rebrand impact product development, production, and service?

The rebranding was not about visuals - it had a real impact on how we develop products, organise production, and deliver services.

One of the first effects was a stronger focus on customer expectations, because each brand now stands for a clear promise.

From a technical point of view, this led to more differentiated development approaches: some brands focus on smart, standardised solutions with limited engineering involvement and faster response times, while others remain strongly engineering-driven, emphasising customisation and performance.

This clarity helps us match speed and complexity to what customers need.

The rebranding also triggered a company-wide sustainability mindset: sustainability is no longer an afterthought, but a design and operational driver.

Stravilink and Stravigym are concrete examples - products are now designed for disassembly, supporting end-of-life strategies like reuse and recycling, and making it easier to outsource assembly in a controlled and sustainable way.

Operationally, this resulted in more brand-specific production strategies: parts of Stravilink and Stravimech are outsourced, where it improves flexibility and sustainability, while Stravibase remains fully in-house to safeguard quality and process control.

Overall, structuring processes per brand improved focus and oversight, making developments easier to manage and ensuring investments are concentrated on our strongest brands.

Internal discussions became faster and sharper - teams started stopping ideas early when they didn’t fit the intended brand, saving time and keeping focus.

Reinhilde Lanoye

Group Technical & Operations Director

How has the rebrand shaped our growth and direction?

The rebranding was a turning point.

It pushed us to step back and look at the markets we serve - and more importantly, at how our customers see us. The exercise gave us a clear picture of our value proposition and what people actually expect from CDM Stravitec.

Once we had that clarity, it became easier to sharpen our focus on core activities and strengthen our understanding of where and how we create the most value for clients.

That focus guides how we operate and innovate, and how we invest. What made the rebranding even more powerful is that it came together with clear strategic initiatives, a well-defined vision and mission, and customer-centric values that we live across the company.

From a market perspective, the impact has been very positive: it opened doors to new markets and helped us reach a broader client base by communicating who we are and what we do in a compelling and authentic way.

But the most important part is that it ultimately helped us serve customers better - people understand CDM Stravitec more easily, navigate our offerings more clearly, and see the value we bring to their projects and businesses.

The strongest sign was cultural - seeing teams naturally adopt the refreshed values and feel proud of them, creating unity across roles and locations.

Phil Connor

CFO