Lupus Foundation of America

Lupus—which afflicts 1.5 million Americans—is the focus of several nonprofits, each with “lupus” in its name and each confused with the others. The leader in action and impact, the Lupus Foundation of America, needed to rise above the noise—moving beyond their informative but unmemorable messages, a generic web site and confusing visual identity.


Girl Scouts of America

Founder, President and CEO Alan Siegel was among the honorees at the Girl Scout Gala held on Tuesday, April 29, 2014. The Gala celebrated the second century of Girl Scouts in New York City and honored leaders who strengthen our city, embody innovation and are strong, positive role models for the organization’s members. Read more […]

Brand Kit 2

Cornell Engineering

Engineering—like many academic disciplines—is intensely competitive. The elite engineering schools compete for students, faculty, research grants and the eye of corporate recruiters. As the biggest and most competitive program in the Ivy League, Cornell Engineering has always been at the top. But in today’s media-saturated society, MIT and Stanford get outsized attention, and Cornell—out of […]


K2 Intelligence

When legendary corporate security expert Julius Kroll teamed up with his son Jeremy, they created a new company dedicated to helping organizations anticipate, see and solve problems of many kinds—fraud, mismanagement, asset tracing and industrial sabotage.


Bank of America Credit Cards

At Bank of America, credit cards are an essential part of its customer banking relationship. While its customer card communications met the letter of the law, they didn’t meet the high standards for the Bank’s brand.


Voices of Our Times

Watch Alan Siegel’s video shorts, “Conversations with…” a series of influential voices in education, politics, research, and branding.


2014 Call for Clarity Survey

American consumers are confused. They are overloaded with ambiguous information and overwhelmed with time-consuming and complex transactions. Borrowing money, buying products, selecting insurance and financial services have all become complicated tasks. The findings of Siegelvision’s Call for Clarity Survey show that American society has reached a point where a decision must be made: either we […]


Kroll Bond Ratings

When the subprime mortgage crisis hit in 2008, well-respected corporate security expert Jules Kroll saw an opportunity for dramatic reform. The securities rating system—then dominated by a small handful of big players—was broken and seriously lacking in credibility and objectivity.


John Jay College of Criminal Justice

In the hypercompetitive world of higher education, John Jay College of Criminal Justice has a unique story to tell. However, despite its robust liberal arts programming and intense commitment to educating for justice—social, legal, racial, religious, and yes, criminal—it was mostly perceived as a “cop college.”



In our “data is power” world, the irony is that most utilities haven’t focused on what customers want to know (and do) about their power usage and costs. Unlike retail companies that analyze shopping patterns to provide customized messages and rewards to improve the customer’s experience, most residential utility companies know very little about their […]


Simple: Conquering the Crisis of Complexity

For decades, Alan Siegel and Irene Etzkorn of Siegelvision have championed simplicity as a competitive advantage and a consumer right. Consulting with businesses and organizations around the world to streamline products, services, processes, and communications, they have achieved dramatic results—and now great acclaim with the publication of their celebrated book, Simple.


Bank of America Customer Communications

In the post-meltdown financial market, Bank of America found itself communicating at breakneck speed to explain rampant changes—in credit card practices, interest rates, debit card policies, fees—to its customers. Senior executives recognized that, over time, the millions of legal and servicing letters, notices, and agreements produced each year were impacted by incremental legal changes, industry jargon and lackluster design. The bank needed to break through the status quo to eliminate confusion and reduce operating costs.