Case Studies | Loreta Today

Case Study

From Invisible to Authority-Building: Architecting a $2B Company's Marketing Org from Scratch

With 4,000 employees and long-standing partnerships powering well-known global brands, the $2B Taiwanese NAND storage leader had built global trust through technical excellence. But as they prepared to enter the enterprise data center market under their own name, internal gaps began to show.

Corporate marketing didn't exist as a function. There was no clear ownership of external communications, with significant misalignment between Taiwan headquarters and US operations. The company needed systematic processes and dedicated leadership to scale beyond their current model. To scale, Phison needed more than campaigns—it needed operational clarity.

That's where Loreta came in.

Phison wasn't broken—it was booming.

Phison

The Challenge

When Loreta joined Phison as marketing and communications lead, her first move was a full audit of the company’s digital presence—executive and brand. In her conversations with key stakeholders, something deeper was revealed: a business built on white‑label success had never needed to think of itself as a brand, which left marketing and communications underdeveloped rather than undefined.

With no budget, no team, no brand foundation within a deeply hierarchical, engineering-led culture that viewed marketing as "making PowerPoints," Loreta knew they had to align their systems before she fixed their marketing. Headquarters lacked a cohesive go-to-market strategy, defaulting to press releases without clear direction on distribution, storytelling, or US audience engagement. Meanwhile, US operations had no structured processes for cross-regional collaboration, leaving teams to navigate overly technical messaging and limited marketing operations. Despite these constraints, Loreta identified that the core need was to first build out the corporate marketing and communications function from scratch, so it could anchor visual storytelling, elevate authority in the US market, and bring operational clarity to global brand efforts.

That wasn’t a marketing problem. It was a systems problem. So, she built the system.

Once the immediate gaps were clear, Loreta knew it was time to apply her 3Ps framework—People, Process, and Presence—to move from reactive execution to sustainable visibility and growth. People are the foundation; without the right roles and relationships in place, no structure holds. Process is the framing that keeps everything aligned. And Presence is the top layer—the part the world sees, built on the strength of what’s underneath.

The Solution

Now that Loreta knew where to begin, she initiated her first steps to building a stronger brand presence by using the 3Ps. Here’s what that looked like:

Started with the foundation: People

She realized that without a marketing department with key and clearly defined roles and department leadership, Phison would not be able to achieve more visibility for the company. Loreta designed a system with the right people and clear responsibilities to support the business growth needs. She also ensured they tied their activities to key success metrics to measure the results and identify next steps for improvements. Phison went from having no marketing team to a small, but organized team that delivered results.

Moved into infrastructure: Processes

With that, Phison was able to establish new communication habits, clean up role responsibilities, and bridge operational alignment and communication between cross-functional and global teams. The global teams were finally able to operate as one, aligned through clear accountabilities and a visible workflow. Project ownership and resource planning were no longer guesswork; systems were defined, and the tech stack and AI tools were built with purpose. With centralized operations and streamlined communication pathways, the organization could stay in sync and move faster, together.

And through alignment meetings, they agreed on clear ownership across global teams so nothing slipped. Everyone knew who owned what, when stakeholder approvals were due, and how success would be measured.

Elevated Presence:

In 2021, Loreta proposed to launch a blog, so Phison could start building authority and trust with their US audience to stay relevant and relatable. She introduced a consistent content plan, publishing valuable updates across their blog, social channels, and media platforms. Thought leadership and PR efforts were also tightly aligned with business priorities and clear media strategy and metrics. By 2024, Loreta and the team started integrating AI-powered SEO tactics to stay ahead in authority building and digital visibility. With a unified brand story and sharper positioning, their industry presence grew and became a trusted influence.

Bridged Global Operations

With the right systems in place, Loreta turned her focus to the cross-cultural gap that had long hindered alignment. She streamlined communication between global regions and introduced a unified approach to visual storytelling, content, and thought leadership, making Phison’s presence consistent and credible across markets. Clear approval pathways were established to remove bottlenecks and free leadership from daily decisions. Enterprise storytelling became not just possible, but repeatable—across time zones, functions, and teams.

The Results

Reclaimed Executive Time:

Phison's CEO and Phison US's President and GM no longer needed to navigate their brand from scratch. With a clear system in place, marketing and communications became a strategic function with a steady contribution for growth.

Secured Cross-Continental Alignment:

A shared calendar synced product timelines. Brand guidelines united design decisions between HQ and the US. And a scalable process for global PR and content ensured every team knew what story they were telling and why.

Gained Digital Authority:

Bylined articles were published in Forbes and Fast Company through strategic council memberships and earned media engagements. Internal Subject Matter Experts (SMEs) became visible industry voices through a systematic thought leadership program.

Systematized Communication:

Feedback loops became the backbone of internal trust and decision-making. From strategy to execution, everyone operated with more clarity, less friction.

Grew Recognition:

Customers asked sharper questions. Partners aligned faster. Competitors noticed the edge.

“Loreta doesn’t just have a strong grasp on marketing and communications, she builds the systems and teams that move the entire company forward with it.”

Michael Wu, GM and President, Phison U.S.

“Without Loreta, we could not have made Phison visible in the market the way it is now. I’m an engineer. My focus is on products and business; I don’t understand branding. Now, customers say that it feels like Phison is everywhere. This is because of Loreta’s vision.”

KS Pua, Phison CEO

This is the power of the 3Ps in action. It’s not solving one isolated problem; it’s addressing the internal and external gaps that keep your company from scaling. As Michael, Phison's US President, noted: