Tetr College of Business

The global business education market is built on legacy. Rankings, alumni networks, heritage, these are the currencies that established institutions trade on, and the visual codes they default to: crests, seals, serif typography, muted authority. The category looks the way it does because it rewards looking that way.

Tetr College of Business did not have legacy. What it had was a radically different model. Instead of organising education around lectures and case studies, Tetr built a programme around doing. Students launch seven businesses across seven countries during their degree. They test ideas in real markets, serve real customers, and learn through the consequences of real decisions.

But the brand didn’t say any of that. Tetr’s existing identity carried the energy of an early-stage venture, promising, informal, undefined. It signalled ambition, but not authority. As the institution grew, the gap between what it was doing and what it looked like became the problem.

The design had to feel as new as the model. Deep forest green and clean white, grown-up but never stuffy, with small blocks of yellow, pink and blue that snap together: a wink at the Tetris hiding in Tetr.