Prior to our partnership, The Packard Foundations had announced a new vision and strategy that promised to significantly change how programs were structured, how they approached partnerships, and how billions of dollars in funding would be leveraged. Staff, grantees, and partners were understandably excited, unsure, and a bit nervous about what the changes meant for them and the issues they were committed to. To understand the current state of the brand, we used a range of research methods, starting with a broad survey of 80 Packard Foundation staff, Board members, grantees, and partners soliciting feedback on their beliefs, perceptions, and attitudes, We then analyzed Foundation communications, media coverage, and Packard’s grantee perception report. What emerged was a complex picture of a brand with tremendous strengths and some tensions that needed to be understood in order to create an authentic brand that would align culture and communications with the Foundation’s vision for impact.