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In spring 2016, the Bilfinger Group sells its Water Technologies division to the Chinese environmental technology company Chengdu Techcent Environment. In the course of this transaction, Truffle Bay develops a new brand positioning and a new name for the division and designs the new brand appearance.

Our cities are growing bigger and bigger. Work and leisure merge. We are constantly on the move and always mobile. But yesterday's mobility cannot be the mobility of tomorrow – this applies especially to our big cities. With Jelbi (from the Berlin slang »Jelb« for the color yellow), Berlin's public transport operator Berliner Verkehrsbetriebe (BVG) has therefore developed a new intermodal mobility concept, which in the future will connect so-called »mobility hubs« at important junctions with Berlin's subway, S-Bahn, tram and bus, as well as ferries, with sharing and service offerings from private providers such as car sharing and taxis, bike and scooter sharing, e-charging stations, and potentially even shops and package stations. These offers can be used via a dedicated app, with which Jelbi is to become the digital mobility guide in the German capital, aiming to enthuse Berliners and visitors to the metropolis for the new, intelligently networked and sustainable mobility offer. To make this offer known to a broad public, Truffle Bay developed the brand strategy and positioning as well as the flexible brand design for the new brand.

Internationally, Körber stands for outstanding performance in the technology sector. In order to optimally align the Group for the digital change, the new Körber Digital division was founded in 2017. Based in the start-up hotspot of Berlin, Körber Digital acts as a Group-wide catalyst for all issues related to digitization. As a strategic brand consultancy, Truffle Bay has supported the Körber Group in developing the brand strategy for Körber Digital from the very beginning. At the same time, the corresponding, progressive brand identity was created in the form of a multifunctional, fluid design system that underscores the radically revolutionary character of the brand.

At the end of 2014, Deutsche Annington and GAGFAH merge to form the second largest residential real estate company in Europe. Characterized by a private equity past, both companies have serious reputation problems. Previously, the exit of the private equity owners had already cleared the way for an initial public offering and the realignment of the business model. The newly formed company sees itself as a customer-oriented provider of needs-based housing and housing-related services. Truffle Bay was commissioned to develop a new corporate brand with a new name, brand strategy and positioning and visual brand identity.

»We're not a construction company anymore.« – Roland Koch, from 2011 to 2014 CEO of Bilfinger, put it in a nutshell. Bilfinger Berger has undergone a fundamental transformation process: Over the years, the company has transformed itself from a construction group into an internationally active engineering and services company. In 2011, Bilfinger Berger generates about 80 percent of its total output volume in the services business. In the public perception, however, the company, which comprises some 300 individual brands, continues to be perceived as a construction group. In order to express this change and the strategic realignment, to strengthen the brand's presence, and to communicate the Group's service range and structure as an engineering and services group, Truffle Bay was mandated to revise the brand strategy and create a new corporate design.

In the course of a strategic realignment, Osram spins off its traditional lamps business in 2015. Truffle Bay develops a new brand positioning for the legally independent company, the corresponding employer brand and the accompanying communication strategy.