Branding Director Woosung Jun

Founder of the branding strategy & consulting group Seaside City.

 

 

 

What motivated you to become a jury member of the Asia Design Prize? As a branding director, what is your reason for participating in a design award jury?

 

In branding, design goes far beyond aesthetics. I believe design is a visual language that encapsulates a brand's attitude, values, and philosophy. Ultimately, design should serve as a medium that completes a unified experience for the user at every brand touchpoint. Yet, many design awards still focus solely on visual appeal. I’ve long felt this was a missed opportunity. To me, the role of design is not merely to achieve beauty, but to sensorially translate a brand’s essence and shape meaningful experiences. That’s why I participate in design award juries as a branding director.

 

I trust that the panel of highly skilled design professionals will make refined aesthetic judgments. My perspective instead focuses on the message embedded in the design: What is it trying to express? What emotions or perceptions is it meant to evoke? This deeper layer, I believe, is where design’s most enduring and essential value lies. Of course, this isn't an easy task. Most evaluation systems are still optimized for aesthetic criteria. But through this 10th anniversary rebranding of the Asia Design Prize, I hope we can move beyond a competition of form toward a platform for experience and philosophy.

 

 

 

What was the first question you asked yourself when you began leading the rebranding project? What prompted you to take it on?

 

The Asia Design Prize (ADP) has steadily grown over the past decade, becoming a key platform for many Asian designers and brands. But rebranding should never be done simply because time has passed. When I took on the project, I asked one essential question—both to myself and to the brand: “Why must we rebrand now?” This wasn't just about updating the visual identity. It was about examining the path ADP has walked over the past ten years, and more importantly, defining where it should go in the next ten. It required fundamental reflection on ADP’s identity, role, and reason for existence. I believe ADP should not remain just an awards organization—it must become the center of Asian design and a thought-leading platform within the global design ecosystem. This rebranding marks the beginning of that transformation.

 

 

 

We’ve heard you received several invitations from ADP founder Kim Doyoung. Could you tell us more about how he first approached you and what convinced you to take on this 10th anniversary rebranding project?

 

Last year, Mr. Kim Doyoung reached out to me. He said, “ADP is approaching its 10th anniversary, and we want to redefine its identity—not just as an award, but as a brand. We’d like you to lead that transformation.” That request left a strong impression. It wasn’t just a design project—it was a chance to use the format of a design award to communicate the spirit of Asian design to the world. I felt that if I could contribute my branding expertise and strategic thinking to that mission, it was worth committing to. In the end, I helped reframe the Asia Design Prize's mission and core experience for its next decade—crafting a clear direction and unifying it under a single identity. This wasn’t about redesigning appearances. It was about asking: “What should we ultimately become?”, and “What kind of experience must ADP offer to the world?” Then, we worked to find those answers—together.

 

 

 

 

 

 

What is the philosophy and intention behind the slogan “LEGACY BEYOND ASIA”?

 

“LEGACY BEYOND ASIA” represents both the starting point and the destination of this rebranding journey. When the phrase first emerged, I interpreted it this way: Legacy is not a relic of the past—it is the accumulation of time, the record of continuous creation, and a source of inspiration passed on to the next generation. “Beyond Asia” goes beyond geography. It speaks to the expansion of Asian ways of thinking and design philosophies, reaching out to influence and connect with the world. This slogan had to become something only the Asia Design Prize (ADP) could own. It marks ADP not as a regional award, but as a platform rooted in Asian cultural soil—one that shows how Asian creativity can engage the world. Over time, it became the compass guiding every decision in this rebranding process, shaping how ADP positions itself for the next decade and beyond.

 

 

 

Through this rebranding, what core brand experience do you want users to have?

 

The core experience we aim to deliver through ADP’s rebranding is this: enabling people to encounter Asian design through new perspectives, new contexts, and new connections. First, it’s about shifting the perception of Asian creativity. ADP is no longer a space for merely reflecting Western design paradigms. Instead, it becomes a platform that connects the unique mindset, emotion, aesthetics, and visual language of Asia with the world. We hope designers and audiences alike will come to see that “Asian design can be a central language in global design.” Second, we want to expand the way people perceive design itself. On ADP’s stage, works that interpret complex themes—ranging from branding to technology, environment, and social issues—are highlighted.

 

We want visitors to see design not only as aesthetic form, but as a tool for strategic thinking and real-world impact. Third, ADP aims to function as a platform for real opportunities and connections. For designers, it opens up a path to global networks. For brands, it provides a moment of transformation through new collaborations. For viewers and industry professionals, it delivers creative insights and strategic linkages. Ultimately, ADP seeks to create a comprehensive design experience shaped by three pillars: expanded perception, broadened perspective, and meaningful opportunity. Our hope is for ADP to evolve into more than an award show—to become the beating heart of Asian design, and a guiding platform for the future of global design ecosystems.

 

 

 

 

 

 

The rebranding project involved collaboration among multiple creative directors. As the overall director, what guiding principle did you prioritize in managing the team?

 

The Asia Design Prize rebranding project was a collaborative initiative involving several independent studios and directors—each with unique backgrounds, sensitivities, and creative languages. In such a structure, two fundamental questions inevitably arise: “How much freedom should we grant?” and “To what extent should we control?” The distinct sensibilities of each director were a major asset in enriching the project, but they also posed a potential risk to brand consistency.

 

Conversely, an overemphasis on consistency could stifle the individuality and creative power of each contributor. To strike the right balance, I established the core operational principle as: “Consistency in context, diversity in expression.” At the center of the rebranding was a solid philosophical axis—“LEGACY BEYOND ASIA.” While this philosophy remained constant, each director was given the freedom to interpret and visualize it through their own creative lens. At the outset, we shared an in-depth presentation and discussion on the future direction of the ADP brand.

 

Rather than a simple briefing, we spent time aligning on the fundamental question: “Why is this rebranding necessary now?” Once this philosophical foundation was shared, we respected each director’s autonomy in their respective domain. As a result, while the outputs varied in style, medium, and tone, they were all grounded in the same context and philosophy. I believe that the rebranding of ADP should not result in a brand unified by a single aesthetic, but rather a brand experience that brings together diverse interpretations anchored in one unifying belief. The balance I aimed to uphold as creative director was this: One philosophy, but freedom in expression; different interpretations, but unified context. To me, this is the essence of collaborative branding, and it’s what made this project possible.

 

 

 

A new mission statement was developed during this rebranding. What is its significance, and what role do you hope it plays for the brand?

 

From the very beginning of the rebranding, we were clear that this was not simply a visual refresh. The first and most important question we asked was, “Why does this brand exist?” Reflecting on the past 10 years and preparing for the next decade and beyond required more than a slogan or a visual identity. We needed a declaration of direction—a clear articulation of why we do what we do, and what values guide us forward. That’s why we created the ADP Mission Statement. It’s not just a promotional message. It encapsulates ADP’s purpose, philosophy, attitude toward design, and ultimately, the values we seek to embody. More importantly, it’s not only a statement for the public—it serves as our internal compass, helping us stay grounded and aligned as we move forward.

 

We also wanted to make one thing very clear: ADP is no longer just an award ceremony that announces winners. It is evolving into a platform that channels the emotional depth, perspectives, and cultural intelligence of Asia to shape the future of the global design ecosystem. I hope this mission statement becomes the core reference point for all future actions and decisions at ADP—whether we’re selecting winners, forming partnerships, creating content, or launching new initiatives. It should be the standard against which we ask ourselves, “Does this align with our mission?” At the same time, it should clearly and confidently communicate to the world what ADP stands for.

 

 

 

 

 

 

The rebranding project involved collaboration among multiple creative directors. As the overall director, what guiding principle did you prioritize in managing the team?

 

The Asia Design Prize rebranding project was a collaborative initiative involving several independent studios and directors—each with unique backgrounds, sensitivities, and creative languages. In such a structure, two fundamental questions inevitably arise: “How much freedom should we grant?” and “To what extent should we control?” The distinct sensibilities of each director were a major asset in enriching the project, but they also posed a potential risk to brand consistency. Conversely, an overemphasis on consistency could stifle the individuality and creative power of each contributor. To strike the right balance, I established the core operational principle as: “Consistency in context, diversity in expression.” At the center of the rebranding was a solid philosophical axis—“LEGACY BEYOND ASIA.” While this philosophy remained constant, each director was given the freedom to interpret and visualize it through their own creative lens.

 

At the outset, we shared an in-depth presentation and discussion on the future direction of the ADP brand. Rather than a simple briefing, we spent time aligning on the fundamental question: “Why is this rebranding necessary now?” Once this philosophical foundation was shared, we respected each director’s autonomy in their respective domain. As a result, while the outputs varied in style, medium, and tone, they were all grounded in the same context and philosophy. I believe that the rebranding of ADP should not result in a brand unified by a single aesthetic, but rather a brand experience that brings together diverse interpretations anchored in one unifying belief. The balance I aimed to uphold as creative director was this: One philosophy, but freedom in expression; different interpretations, but unified context. To me, this is the essence of collaborative branding, and it’s what made this project possible.

 

 

 

A new mission statement was developed during this rebranding. What is its significance, and what role do you hope it plays for the brand?

 

From the very beginning of the rebranding, we were clear that this was not simply a visual refresh. The first and most important question we asked was, “Why does this brand exist?” Reflecting on the past 10 years and preparing for the next decade and beyond required more than a slogan or a visual identity. We needed a declaration of direction—a clear articulation of why we do what we do, and what values guide us forward. That’s why we created the ADP Mission Statement. It’s not just a promotional message. It encapsulates ADP’s purpose, philosophy, attitude toward design, and ultimately, the values we seek to embody. More importantly, it’s not only a statement for the public—it serves as our internal compass, helping us stay grounded and aligned as we move forward.

 

We also wanted to make one thing very clear: ADP is no longer just an award ceremony that announces winners. It is evolving into a platform that channels the emotional depth, perspectives, and cultural intelligence of Asia to shape the future of the global design ecosystem. I hope this mission statement becomes the core reference point for all future actions and decisions at ADP—whether we’re selecting winners, forming partnerships, creating content, or launching new initiatives. It should be the standard against which we ask ourselves, “Does this align with our mission?” At the same time, it should clearly and confidently communicate to the world what ADP stands for.

 

 

 

 

 

 

ADP previously developed its own custom typeface—a rare asset for any design award. Given the investment and internal value placed on it, proposing a transition to a universal font must have been difficult. How did you convince the organizers to make this change?

 

A custom typeface is more than just a font—it is a visual emblem of a brand’s identity. Naturally, there was strong internal attachment to the original ADP typeface, especially considering the significant time and resources invested in its development. Recommending a shift was not a decision I made lightly. However, from a branding perspective, I saw two critical limitations. First, I questioned whether the custom typeface truly conveyed ADP’s distinct personality and made a memorable visual impact externally. While it served a function, I felt it lacked the expressive power to be immediately recognized as uniquely ADP.

 

Perhaps it was never designed with such an ambition in mind. And ultimately, with any custom typeface, its value lies not only in its creation but in its strategic deployment across touchpoints—and this is where I saw room for improvement. Second, I evaluated how well the typeface aligned with ADP’s evolving position as a global platform. As the brand scales across diverse content environments, flexibility and usability are essential. From this standpoint, the previous typeface posed challenges in both practical and strategic terms.

 

Rather than clinging to the typeface as a “symbolic legacy,” we needed to ask a more forward-looking question: “How should ADP present itself to the world going forward?” In that spirit, we made the bold yet necessary decision to transition away from the custom font. ADP is no longer just an award ceremony—it’s becoming a platform for projecting Asian design values and philosophy to a global audience. That evolution called for a more versatile, globally resonant visual language. The new universal typeface brings clarity, neutrality, and confidence—serving not only the aesthetic needs of the brand, but its strategic trajectory. In the end, the core decision wasn’t about what to preserve, but where to go. The organizers recognized that too—and under the principle of “direction over form,” this meaningful shift was embraced.

 

 

 

What was the most difficult part of this project, and how did you overcome it?

 

The most difficult part of this project was defining what the next 10 years of Asia Design Prize should look like. ADP already had a strong reputation and a solid history of championing creative excellence across Asia. But this rebranding wasn’t about celebrating past achievements—it was about questioning the brand’s future: What should ADP stand for? What experience should it deliver? Where should it lead the design community next? The toughest challenge was articulating the brand experience in a tangible and cohesive way. How do you translate philosophical depth, Asian sensibilities, and contemporary relevance into a unified design experience? How do you go beyond positioning, and define what kind of emotional, cultural, and creative value ADP should deliver? We spent significant time exploring these questions. Through a process of deep reflection and strategic mapping, we ultimately defined ADP’s core experiential pillars:

 

- A renewed perspective on Asian creativity

- An expanded view of design as a strategic discipline

- A platform for global connection and opportunity

 

By anchoring the rebranding around these experiential goals, we were able to shape not just the brand’s look, but its purpose—and that made all the difference.

 

 

 

 

 

 

What did this rebranding project mean to you personally, especially within a multi-stakeholder collaboration?

 

What made this rebranding project truly special was its collaborative nature. Unlike most branding projects I've led at Seaside City—which typically involved internal teams or single creative partners—this one brought together multiple independent studios and directors, each with different backgrounds, aesthetics, and approaches. It was clear from the start that this couldn't be a top-down, style-controlled process. Instead, it required a different kind of direction: one rooted in a shared philosophy rather than uniform expression. My role was to clearly define that philosophical center, then create a framework in which each director could interpret it freely through their own creative lens. That shift—from controlling form to anchoring meaning—was both challenging and deeply rewarding.

 

What struck me most was how organically diverse outcomes came together to form a cohesive brand world. This wasn’t because the styles were similar—but because every participant aligned around the same fundamental question: “What kind of brand is ADP?” That shared understanding created surprising harmony across very different executions. For me, this was not just another branding project. It was a lesson in how to lead through conviction rather than control—by building strong centers instead of strong walls. It will remain one of the most meaningful and insightful branding experiences in my career.

 

 

 

 

 

 

What kind of brand should Asia Design Prize become 10 years from now?

 

Ten years from now, Asia Design Prize should be far more than an awards platform—it should be the definitive lens through which we understand the evolution, values, and impact of Asian design. It must move beyond being a mechanism for judging and rewarding work, and become a cultural platform that interprets the world through the lens of Asian creativity. In that sense, ADP should function as a window into the times: a way of reading the present moment and sharing its insights with the world through the language of design. I hope ADP will be remembered not merely as a “global award,” but as the platform that most authentically captures the past, present, and future of Asian design. A brand that introduces the region’s sensitivity, creativity, and vision to a global audience with clarity and confidence. More importantly, I envision ADP as a space where meaningful connections form between designers and brands—sparking collaborations, creating business opportunities, and fueling a healthy cycle of growth within the design ecosystem.

 

 

 

What advice would you give to designers or brands who are just beginning their branding journey?

 

When people first think of branding, what usually comes to mind are visual elements—logos, color palettes, taglines. These are important, of course. But what I always emphasize is this: branding is not simply about polishing appearances. Branding is the act of creating value that sets you apart—and then crafting a structure and context through which that value can be convincingly communicated. In other words, it’s not just about refining how you look; it’s about defining why you exist, and shaping how that philosophy is declared and experienced by others. That’s why I often say branding isn’t just about “refinement”—it’s much closer to definition and declaration. So whether you’re a designer or a company, I encourage you to ask yourself two fundamental questions before beginning any branding work:

 

“Why do we exist in this world?”

“What should change because we exist?”

 

If you can answer these questions with honesty and clarity, branding will no longer be a superficial exercise. It becomes a deeply strategic process of giving structure to your purpose—and building the context that makes that purpose meaningful to others.