08.
The Partners
Comparable work and references. Disclosures. Response checklist
COMPARABLE WORK
Stated exactly as performed. Verifiable with any client named.
Freedom’s role on each engagement is described as it actually was. The contracting authority may verify authorship directly.
| THE WORK | FREEDOM’S ROLE | WHY IT IS RELEVANT HERE | |
|---|---|---|---|
Red Sea Global |
AMAALA and Marina branding, RSGH hotel branding, Visit Red Sea digital platform, HotelCo brand DNA workshop |
Brand strategy and identity |
A master brand across operating companies, with claims about an unbuilt destination substantiated before publication |
United Al Saqer |
Group brand strategy and identity across operating companies |
Brand strategy and identity |
Group brand holding across separate mandates |
MBC Group |
Shahid brand architecture strategy |
Brand architecture strategy |
Architecture and endorsement under one parent |
Alshaya, Aura |
Membership platform spanning multiple retail brands under one parent, campaigns and retainer |
Brand and campaign |
Multi-brand governance at scale |
Kitopi |
Branding |
Brand strategy and identity |
Regional scale-up, founder audience |
Dubai Future Foundation, Museum of the Future |
Fashion retail strategy, NAS Future Foundation |
Strategy and production |
Government and institutional stakeholders |
Mohammed Bin Rashid Space Centre, 2117 |
Brand strategy, identity and world-building for a semi-government metaverse initiative |
Brand strategy and identity |
A government-backed initiative with a world to build before it had a public, launched on an idea rather than a track record |
Referees: Joelle Hadfield, Red Sea Global. Mohamad Ballout, Kitopi. Grégoire Charpe-Civatte, Al Tayer Group. Contact details in the eligibility pack. Four case studies and their work follow.
COMPARABLE WORK. RED SEA GLOBAL
A master brand for a place that did not yet exist.
Saudi Arabia’s Red Sea coast developer, owned by the Public Investment Fund. Destinations, hotel brands and a visitor platform, each needing its own identity under one parent, before any of it was built.
THE CHALLENGE
Brand work for AMAALA, the Marina, the RSGH hotel group and the Visit Red Sea platform ran ahead of construction. Every claim about a place, a hotel or an experience had to be substantiated before publication, across entities with separate mandates.
The discipline the Thara scope demands: nothing implied before the documents exist
WHAT FREEDOM DID
Brand strategy and identity for AMAALA and the Marina. Hotel branding for RSGH. The full brand identity and visual language for Visit Red Sea, positioning it as the destination hub for experiences, resorts, residences and private retreats: a brand that invites exploration while staying grounded in considered elegance. A brand DNA workshop for HotelCo.
Several entities, one system, one approval route
FREEDOM’S ROLE
Brand strategy and identity across four Red Sea Global brands. Campaign and content production on later engagements, including the Visit the Red Sea campaign and manifesto.
Delivered, and continuing
WHAT IT LEFT BEHIND
Identities and guidelines in use across the destination’s properties and platform, with Red Sea Global holding every source file.
Client-held, not agency-held
WHY IT MATTERS HERE
A government-backed developer launching several entities under one brand, with the proof arriving after the promise. Thara’s structure, in another sector.
Referee: Joelle Hadfield, Director of Brand Strategy and Development
Freedom’s role is stated exactly as performed. The contracting authority may verify it with the client.
STRATEGIC ADVISORY | BRAND IDENTITY & DESIGN
VISIT RED SEA
DESTINATION TO THE MOST UNFORGETTABLE
Commissioned by Red Sea Global, we developed the full brand identity and visual language for Visit Red Sea, a platform dedicated to spotlighting the unparalleled destinations along Saudi Arabia’s Red Sea coast. Positioning it as the go-to destination hub for experiences, resorts, residences, and private retreats.
The result is a brand that invites exploration while staying grounded in considered elegance and immersive storytelling.
The result is a brand that invites exploration while staying grounded in considered elegance and immersive storytelling.
COMPARABLE WORK. KITOPI
Rebranded for the move from kitchens to customers.
Dubai-founded, venture-backed, one of the region’s food technology unicorns. Six years after launch, moving from a cloud-kitchen model to launching brands, acquiring restaurants and serving customers directly.
THE CHALLENGE
A brand built for a B2B operating model had to carry a consumer-facing future: new brands, acquired restaurants and direct relationships with diners, without losing the partners and employees it already served. Kitopi needed to rethink its brand identity and narrative to make the transition to D2C.
Growth that outran the identity
WHAT FREEDOM DID
A new positioning as the leading creator and partner for boundless food experiences, told as an emotional brand story across customer, employee and partner interactions. An endorsement scale defining the relationship between Kitopi and each brand it creates or acquires. A manifesto, a distinct persona and an identity anchored in the endless creation of joyful food experiences.
Brand strategy, architecture and identity
FREEDOM’S ROLE
Brand strategy and identity, including the architecture and the endorsement system. Packaging and a campaign platform followed.
Delivered
WHAT IT LEFT BEHIND
A brand system built to scale with the business through its next growth phase, with Kitopi holding the source files.
In market
WHY IT MATTERS HERE
A regional founder’s company at the moment of scale, with an endorsement architecture for the brands beneath it. The founders Thara exists to produce, and the architecture problem Thara has.
Referee: Mohamad Ballout, Co-founder and Chief Executive Officer
Freedom’s role is stated exactly as performed. The contracting authority may verify it with the client.
STRATEGIC ADVISORY | BRAND IDENTITY & DESIGN
KITOPI
OLD BRANDING
Revolutionising the way we think about food.
THE CHALLENGE
Transitioning from a pure B2B cloud kitchen model to launching brands and acquiring fast casual restaurants, Kitopi needed a brand system flexible enough to hold a growing portfolio under one coherent architecture.
THE SOLUTION
We designed a brand system anchored in a single emotional platform, a utopia where the magic of food and its limitless possibilities can be experienced, and built out the architecture to support it.
At the core: a new masterbrand identity for Kitopi. Around it: an endorsement scale that defined how Kitopi relates to different types of restaurants across its portfolio, from fully owned to partner brands, ensuring visual coherence without flattening distinct identities.
At the core: a new masterbrand identity for Kitopi. Around it: an endorsement scale that defined how Kitopi relates to different types of restaurants across its portfolio, from fully owned to partner brands, ensuring visual coherence without flattening distinct identities.
THE RESULT
A brand system giving Kitopi the architecture to grow across D2C, partner restaurants, and owned brands without losing the coherence of the masterbrand.
NEW BRANDING
A brand system built to hold many brands, not just one.
COMPARABLE WORK. AURA, ALSHAYA GROUP
From a loyalty programme to a loyalty ecosystem.
Alshaya Group’s loyalty programme across more than 75 global retail and food brands, with over a million members in its first year.
THE CHALLENGE
A brand architecture built for a single earn-and-burn loyalty product could not support what was coming next: new verticals, new partnerships and a growing ecosystem of value propositions beyond traditional loyalty, across dozens of brands under one parent.
One identity, many brands, more coming
WHAT FREEDOM DID
Repositioned Aura from a loyalty programme to an ecosystem offering access to Alshaya’s brands. A flexible identity architecture holding Aura as master brand, with Aura Card and Aura Mobile as distinct products, applied across product surfaces and communications from the same visual source. A communication strategy across the customer funnel.
Brand refresh, architecture, communication system
FREEDOM’S ROLE
Brand strategy, identity architecture and campaign platforms, then a continuing retainer across campaigns, CRM content, localisation and production.
Delivered, and continuing
WHAT IT LEFT BEHIND
A scalable system giving Aura the architecture to grow without fragmenting the visual language or diluting the master brand, extended since across categories and partner brands.
Retainer running
WHY IT MATTERS HERE
A master brand over many entities, governed from one source, extended by people who are not the agency. The governance Thara’s six entities will need.
Corporate, UAE and GCC
Freedom’s role is stated exactly as performed. The contracting authority may verify it with the client.
STRATEGIC ADVISORY | BRAND IDENTITY & DESIGN | BRAND STORYTELLING
Aura by Al Shaya Group
OLD BRANDING
From retail loyalty programme, to loyalty ecosystem.
THE CHALLENGE
With a portfolio of 75+ global brands across retail and F&B, Aura had captured over 1 million users in its first year. But its brand architecture, built for a single earn-and-burn loyalty product, couldn't support what was coming next: new verticals, new partnerships, and a growing ecosystem of value propositions that went far beyond traditional loyalty.
THE SOLUTION
A flexible identity architecture holding Aura as masterbrand, with Aura Card and Aura Mobile as distinct products, applied across product surfaces and communications from the same visual source.
THE RESULT
A scaleable brand identity system giving Aura the architecture to grow without fragmenting the visual language or diluting the masterbrand.
NEW BRANDING
THE AURA ECOSYSTEM
AURA MASTERBRAND
AURA - PLANS
AURA MOBILE
COMPARABLE WORK. DUBAI FUTURE FOUNDATION
A fashion brand built from the Museum’s own story.
The Museum of the Future, operated by Dubai Future Foundation, extending into fashion retail: a collection that had to carry the Museum’s values rather than its logo.
THE CHALLENGE
Museum retail usually sells the building on a T-shirt. The brief was a fashion brand in its own right, grounded in the Museum’s story, with each garment able to show where it came from.
Government institution, commercial brand
WHAT FREEDOM DID
Fashion retail brand strategy for the Museum of the Future, then the identity: wordmarks, lockups and a standalone symbol for the collection. For the Core Collection, a product identification system connecting each garment to the Museum’s story and values. Scanning unlocks material breakdowns, provenance and care guidance, grounding essentials in transparency.
Strategy, identity and a provenance system
FREEDOM’S ROLE
Strategic advisory and brand identity. Strategy delivered, identity shipped.
Delivered
WHAT IT LEFT BEHIND
A brand and a system the Museum’s team operates, with provenance built into the product rather than claimed in the copy.
Client-held
WHY IT MATTERS HERE
A UAE government institution with a commercial brand beneath it, and proof designed into the product. The institutional register Thara needs, with claims substantiated by design.
Government, UAE
Freedom’s role is stated exactly as performed. The contracting authority may verify it with the client.
STRATEGIC ADVISORY | BRAND IDENTITY & DESIGN
STANDALONE SYMBOL
HORIZONTAL WORDMARK
HORIZONTAL LOCKUP
VERTICAL WORDMARK
VERTICAL LOCKUP
TOP LAYER TAG
DOI SYSTEM AT WORK: THE CORE
For the Core Collection, the DOI reveals more than a garment’s design, it connects it to the Museum’s story and values.
Scanning unlocks material breakdowns, provenance, and care guidance, grounding essentials in transparency.
Scanning unlocks material breakdowns, provenance, and care guidance, grounding essentials in transparency.
BOTTOM LAYER TAG
TOGETHER
Mohammed Bin Rashid Space Centre, 2117
BRAND STRATEGY & IDENTITY
THE CHALLENGE
2117
BRAND STRATEGY, BRAND IDENTITY, WORLD-BUILDING
Only a few years into the breakthrough of blockchain technology, “The Metaverse” suddenly became the most popular topic in the world. In a space known for crypto-bros and million dollar JPEGs, UAE based Web 3.0 company, Bedu Labs sought to break the mould and use the metaverse as a force for good on a global scale.
Enter 2117; a project endorsed by Mohammed Bin Rashid Space Centre (MBRSC), building a digital world that mimics what life on Mars would - and should - be like, using blockchain and NFT technology.
We needed to give 2117 a scalable identity, true to its purpose, that would firmly position it and inspire trust in a rampant space, increasingly under scrutiny.
Enter 2117; a project endorsed by Mohammed Bin Rashid Space Centre (MBRSC), building a digital world that mimics what life on Mars would - and should - be like, using blockchain and NFT technology.
We needed to give 2117 a scalable identity, true to its purpose, that would firmly position it and inspire trust in a rampant space, increasingly under scrutiny.
THE SOLUTION
2117
BRAND STRATEGY, BRAND IDENTITY, WORLD-BUILDING
Through collaborative workshops with key stakeholders and in-depth research into the metaverse, we envisioned 2117’s future plans and project vision before its inception. Our goal was to pioneer a Web 3.0 experience that fosters innovation, collaboration, and humanity’s innate spirit of exploration.
With the rapidly evolving technological landscape and 2117’s long-term vision in mind, we designed a dynamic, scalable identity that extends across web, desktop, custom VR hardware, and beyond. The visual system and tone of voice were crafted to inspire optimism, inclusion, and global appeal, reflecting the brand’s strategic purpose.
Our involvement extended beyond brand identity. Partnering with VP of Creative Design Alexis Christodoulou, we shaped 2117’s storytelling by developing sub-identities for diverse digital communities united by shared interests and skills. We also created key touchpoints, including the manifesto video, whitepaper, and roadmap, to bring the brand’s vision to life.
With the rapidly evolving technological landscape and 2117’s long-term vision in mind, we designed a dynamic, scalable identity that extends across web, desktop, custom VR hardware, and beyond. The visual system and tone of voice were crafted to inspire optimism, inclusion, and global appeal, reflecting the brand’s strategic purpose.
Our involvement extended beyond brand identity. Partnering with VP of Creative Design Alexis Christodoulou, we shaped 2117’s storytelling by developing sub-identities for diverse digital communities united by shared interests and skills. We also created key touchpoints, including the manifesto video, whitepaper, and roadmap, to bring the brand’s vision to life.
MBC Group
STRATEGIC ADVISORY | BRAND IDENTITY & DESIGN
SHAHID
OLD BRANDING
From brand dilution to focused ambition.
Brand Strategy
THE CHALLENGE
Shahid had grown faster than its brand architecture could support. The introduction of Shahid VIP, a premium subscription tier, had created fragmentation across the product: multiple logo variations, inconsistent bilingual treatments, conflicting visual hierarchies on the app interface, and no clear system governing how the masterbrand related to its sub-products, content verticals, and partnership surfaces.
BI-LINGUAL VARIATION
ICON
PRESENCE & PARNTERSHIPS
SHAHID OWNED
CONTENT
CONTENT
THE SOLUTION
We worked with Shahid to make the strategic and architectural decisions that their product complexity had deferred. First: a clear brand architecture, with Shahid as single masterbrand and VIP repositioned as a tier rather than a sub-brand. Second: a consolidated visual system built to govern the product interface and communications from the same set of rules. Icons, bilingual logotype standards, colour, and the brand volume spectrum were all defined and documented to give Shahid's internal team a system they could build from.
THE RESULT
A communication and visual standard built to scale, giving Shahid the design system clarity to grow the product, introduce new features, and maintain brand consistency across all touchpoints without requiring external arbitration every time something new was introduced.
BI-LINGUAL VARIATION
PRESENCE & PARNTERSHIPS
PRESENCE & PARNTERSHIPS
Content
LOWER BRAND VOLUME
MEDIUM BRAND VOLUME
Higher brand volume
Brand
DISCLOSURES
Declared, not discovered.
Everything the submission rules require to be stated, stated. Silence would be treated as inclusion.
SUBCONTRACTORS
Action Global Communications for the press office and Arabic editorial. The web development team, managed by Freedom, is named at mobilisation and confirmed at contract signature.
A partner management fee is disclosed as a separate line in the financial file. No other mark-up, rebate or commission applies
CONFLICTS OF INTEREST
Freedom holds no engagement with any directly competing ecosystem.
Wamda Capital is declared as an existing relationship and introduction route only, with no engagement and no guarantee of participation
ARTIFICIAL INTELLIGENCE
AI-assisted production is used for adaptation and versioning after master creative approval.
No AI output is published without human review, rights checks and approval. AI use is recorded in the asset register
LOCATION OF WORK
Work is conducted primarily in the UAE, with attendance at Ajman meetings, production, events and stakeholder sessions as required.
Freedom Studio FZE LLC holds a valid UAE commercial licence covering the proposed activities
PROCUREMENT ELIGIBILITY
Registered as a supplier on the Ajman Government Tenders Portal. Professional indemnity cover in place.
A signed undertaking confirming ability to provide the required bank guarantee accompanies this bid
Any qualification to this proposal appears here or in the assumptions. General terms and later correspondence do not override the tender requirements.
SCHEDULE I. BIDDER RESPONSE CHECKLIST
Every requirement, and where it is answered.
Each item of the bidder response checklist, its compliance status and where this proposal answers it. Slide numbers follow the order of this document.
| COMPLIANCE | WHERE IT IS ANSWERED | NOTE | |
|---|---|---|---|
| 01. Understanding of Thara as an integrated independent ecosystem | Comply | Slides 2, 8 to 15 | |
| 02. Understanding of all six entities and their audiences | Comply | Slides 15, 57, 60, 61 | |
| 03. Validation and research methodology | Comply | Slide 17 | |
| 04. Brand strategy, narrative and evidence approach | Comply | Slides 8 to 17 | |
| 05. Architecture and naming approach | Comply | Slides 57, 58 | Final transliteration is a Phase 2 deliverable |
| 06. Arabic and English capability with named senior practitioners | Comply | Slides 56, 64, 84 | Arabic editorial lead named |
| 07. Visual identity and application scope | Comply | Slides 19 to 31, 58 | Thirteen application categories |
Items 8 to 28 follow on the next three slides. | |||
| SCHEDULE I, CONTINUEDItems 8 to 14.Bidder response checklist, continued. | |||
| 08. Website architecture, functions, technology and client control | Comply | Slides 86 to 95 | |
| 09. Accessibility, privacy, cyber security and performance approach | Comply | Slide 93 | WCAG 2.2 AA, Core Web Vitals at launch |
| 10. Launch strategy, asset plan and critical-path response | Comply | Slides 5, 32 to 50, 66, 67 | Two-stage launch proposed |
| 11. PR, media office, spokesperson and crisis service model | Comply | Slides 74 to 84 | Worked crisis scenario at slide 88 |
| 12. Optional social-management proposal, if submitted | Not applicable | Package 1 only. Package 2 not submitted | |
| 13. Social channel architecture and editorial system, if Package 2 | Not applicable | Package 2 not submitted | |
| 14. Content capacity, quality and rights | Comply | Slides 48, 49, 71, 72, 97 | |
Items 15 to 28 follow. | |||
| SCHEDULE I, CONTINUEDItems 15 to 21.Bidder response checklist, continued. | |||
| 15. Community management and service levels, if Package 2 | Not applicable | Package 2 not submitted | |
| 16. Paid-media planning, access, optimisation and fee model | Not applicable | Package 2 not submitted | |
| 17. Measurement framework, KPI definitions and raw-data handover | Comply | Slides 59, 94, 96 | KPI dictionary approved before launch |
| 18. Governance, approval, risk and change-control model | Comply | Slides 62, 63, 69, 73 | |
| 19. Named team, availability, location and subcontractors | Comply | Slides 64, 84, 97, 135 | |
| 20. Detailed programme with dependencies and client decisions | Comply | Slides 66, 67, 69 | Phases, gates, dependencies and the six client responsibilities |
| 21. Value creation, 100 days, measures, proof | Comply | Slides 71, 72 | VC-01 to VC-04 |
Items 22 to 28 follow. | |||
| SCHEDULE I, CONTINUEDItems 22 to 28.Bidder response checklist, continued. | |||
| 22. Matching value-item commercial schedule with costs and dependencies | Comply | Financial proposal, value-item schedule | References VC-01 to VC-04 match |
| 23. Complete commercial schedules, assumptions and exclusions | Comply | Slides 69, 70, and the financial proposal | |
| 24. Intellectual-property, source-file and account-control compliance | Comply | Slides 68, 95 | Thara holds all credentials throughout |
| 25. Training, warranty, support, exit and transition compliance | Comply | Slides 68, 95 | Ninety-day website warranty |
| 26. Three relevant client references and verified case studies | Comply | Slides 99 to 134 and the eligibility pack | |
| 27. Conflict-of-interest and competing-account disclosure | Comply | Slide 135 | |
| 28. Bank-guarantee undertaking and eligibility | Comply | Procurement eligibility pack | Signed undertaking accompanies the bid |
No requirement is marked Do Not Comply. Items 12, 13, 15 and 16 relate to the optional Package 2, which is not submitted. | |||