Ucademy

When Ramiro, Pablo, and Jeff came to Soluble, Ucademy already had something incredibly valuable: a validated business, a clear offering, and real ability to compete in university access, vocational training, and civil service exam prep through an online, flexible model powered by technology and real support.

With more than 10,000 active students, they had proven traction and built a recognizable position in a complex, crowded market.

But growth had also revealed a new need. Doing things well was no longer enough. They had to do them better in every category. Because university access, vocational training, and civil service exams are driven by different motivations, compete through different codes, and require different kinds of support. The challenge was to specialize the brand without giving up on a bigger ambition: to keep building something truly significant.

Specializing without losing ambition

The answer was not to split Ucademy apart or keep a single brand forced to speak the same way to very different audiences. It was to find a structure capable of balancing specialization and cohesion without slowing down either operations or the project’s ambition.

That is why we built an endorsed brand architecture. Ucademy continued to provide trust, vision, and coherence. Each vertical gained sharper focus and its own codes to compete more effectively. It was not just a way to organize the offer. It was a way to grow with more clarity, more agility, and more ambition.

A shared vision for meaningful growth

On top of that architecture, we built a brand strategy designed to bring coherence to the whole and unlock the differentiating potential of each vertical. This was not just about organizing brands. It was about defining a shared way of understanding education.

At Ucademy, that way of understanding it had a core idea: the wild. Not as a label, but as part of its essence. Wild as method and freedom. As a structure that opens the way instead of boxing people in. As a kind of education more connected to real life, to the student’s rhythm, and to their ability to build their own future.

From there, we gave each vertical more focus, more resources, and more ability to compete through its own codes.

Building a system, not just brands

From that point on, the work stopped being about designing isolated identities. The key was to create a brand system capable of bringing the Ucademy universe to life in an agile, scalable way.

A system built to specialize each vertical, transfer trust from Ucademy, and support future growth without losing the sense of a connected ecosystem.

Naming the system

Naming was a direct translation of that logic.

We were not looking for descriptive names or interchangeable solutions. We were looking for brands with their own identity, immediate clarity, and the ability to compete in specific contexts without breaking the coherence of the whole system. That is how Atlas and Polaris came to life. And that is also how we supported the strategic validation of Explora, a name that came from the team and fit the territory built for vocational training with precision.

A voice grounded in real life

The verbal identity was also designed as part of the system. We created a shared voice for the entire Ucademy universe, built to break away from the rigidity of traditional education language and translate the brand into a tone that felt more human, clearer, and more connected to the reality of the people studying.

From that common foundation, we developed differentiating resources for each vertical. Because Atlas, Explora, and Polaris did not need to sound the same. What mattered was that they all breathed Ucademy while sounding precise within their own territory.

Identity for a Human-Tech experience

The visual identity was developed as part of the system too. It had to express the character of the brand while performing well in a deeply digital rollout.

The concept that held the system together was the travel journal: a way of understanding learning as a living, personal journey still in progress. From there, we built a shared foundation for the whole ecosystem while leaving enough room for each vertical to develop its own expression.

The identity was also designed to respond to real digital needs: palettes built to coexist with interface design, functional color extensions, contrast criteria, and accessibility checks. The logo and its endorsed versions were part of that same logic, reinforcing coherence and trust when launching new brands.

Bringing the system to life through motion

The motion identity completed that structure as a functional extension of the brand across digital environments and activation pieces. Movement helped organize, prioritize, and reinforce the system’s living character.

Each vertical could adapt that shared foundation to its own energy, always within a common logic. Motion was not there to decorate. It was there to make the brand behave like a system.

Supporting rollout to create autonomy

The work did not stop at strategy and identity. We also supported the team through the first stages of web rollout and launch.

We defined the look and feel of the ecosystem’s websites and designed a library of reusable components, like navbar, footer, testimonials, tables…, so Ucademy and its verticals could activate the system with consistency, speed, and autonomy.

That was paired with brand guardianship across early applications and the launch strategy for the new brands, making sure the system held up once it entered the market.

The wild map

More than a rebrand, what we built was a system ready for specialization, order, and scale. A lead brand with a clear vision. An endorsement model capable of transferring trust without limiting differentiation. A verbal, visual, and motion system ready to grow coherently. And an operational foundation that allowed the team to activate that universe with more autonomy and agility.

Ucademy already had the business. What it needed was the structure to keep growing without losing focus. That is what we built: Ucademy’s wild map.