When Peraton was created in 2017, we were a new name, but by no means a new player in national security. Our foundation came from decades of proven experience under different banners including the Harris Corporation and Bell Labs. At the time, our challenge was clear: build a brand that matched the importance of our work and the promise of where we were headed.
Our early identity was focused on demonstrating we could compete and win as a viable prime against better known companies in our space. We showcased our company as solid, responsive, mission-first, and at the time that made perfect sense. But as Peraton evolved, so did the expectations of our customers, partners, and our employees. We weren’t just keeping systems running anymore, we were preventing fraud on a national scale, applying AI to space and cyber missions, making actionable sense out of massive amounts of disparate data, and shaping how intelligence is delivered in real time. The company was evolving and the brand needed to catch up.
That’s the thing about a brand: it can’t be static. It must reflect who you are and where you’re going. A brand that fails to evolve becomes a liability; it confuses your audience, underrepresents your capabilities, and constrains growth.
Our turning point came with acquiring Northrop Grumman’s federal IT mission support business and Perspecta. Suddenly, we weren’t just a defense contractor, we were a technology integrator, a space and intel powerhouse, and a force for modernization across the government landscape. We had to move from being seen as a service provider to being understood as a strategic partner. On top of all of the aforementioned changes, our workforce instantly grew by six times.
To better represent our astronomical growth in capabilities and to align three distinctive groups of employees, we embraced boldness. Black and white visuals replaced muted palettes and “Do the Can’t Be Done” became our rallying cry. We made space for thought leadership, highlighted our deep technical capabilities, and told real stories about the people behind the technology. We showed our customers and employees who we had become, not by saying it, but by being it.
As Peraton continues to grow and find success supporting our customers, we look ahead to the next stage of our brand’s evolution. Our continued efforts to push the limits of AI and other mission enablers will undoubtably make an impact on our brand’s identity and messaging going forward.
Brand evolution isn’t cosmetic; It’s strategic. If done right it builds clarity, relevance, and trust with your customers and audiences. At Peraton, our brand will continue to evolve because our mission demands it, and because our story is still being written.
Matt McQueen is the Chief Communications and Engagement Officer at Peraton.
