From heavy industry to digital platforms, clean energy and climate tech companies are doing wildly different things, but you wouldn’t always know it by looking at their brands. Understanding what’s driving the misalignment between your company and its brand — internal politics, lack of prioritization, limited resources, or something else entirely — is the first step to standing out. 

We sat down with DG+ designers Kristine LaRocca and Ryan Schlegel to unpack what’s really behind these energy marketing patterns and how they show up across client work at cleantech branding agencies like DG+.

Kristine brings 16 years of experience designing for companies in the clean energy sector, with a focus on visual design, UX/UI, and strategy.

Read her full bio

Ryan is an art director with over 20 years of experience, including six in cleantech. He specializes in brand identity, creative direction, and digital design.

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‍Note: These interviews were edited and condensed for clarity.

You’ve both been designing for many years. What do you now notice about a company's branding or website that most people overlook?

LaRocca: Hierarchy. If a site is DIY’d and the text hierarchy or spacing is off, it’s immediately noticeable — and your audience likely feels it too, even if only subconsciously. Our eyes are trained to process information in a certain way, which is why UI/UX matters more than people think. Clear structure, thoughtful spacing, and intuitive microinteractions make it easier to navigate and understand what a company does. Those little flaws in padding, spacing, and accessibility paired with overly technical messaging is a recipe for confusion. Users should understand what you do within three seconds of landing on your homepage.

‍Schlegel: Effort. When I’m in the wine aisle, I reach for the bottle with a well-designed label because it signals care, and I assume that same care went into what’s inside. The same applies to cleantech brands. Investors can tell when something feels rushed or underdeveloped. If you’re not putting thought into how you present your company, it raises questions about how much care went into building the product itself.

Why is clarity especially important in clean energy and climate tech?

LaRocca: Part of what makes this industry so dynamic is the sheer number of emerging players. There is no such thing as just a solar company anymore. Each one operates in its own niche, whether that’s developing community solar for local subscribers or structuring complex power purchase agreements (PPAs) for global organizations. That makes clarity essential. Take Latitude Media and Canary Media. Both are cleantech news outlets, but they tell stories in distinct voices, with brands that clearly reflect that difference.

‍Schlegel: Exactly. In the solar marketing example, saying “we do solar” doesn’t do any of those companies justice. Taking the time to really define your niche and align your brand with it is critical. Do something specific and differentiated — and own it.

Where do you most often see brands falling short when trying to build trust?

LaRocca: Overcomplicating their messaging. It’s understandable, especially for early-stage companies trying to do a lot with limited resources. However, it often bleeds into their branding: unclear positioning, not allocating enough time or expertise to design, and not prioritizing it early on. Even with a small budget, you can make sure people understand who you are and what you do.

‍Schlegel: I see a lot of brands overselling themselves. Too much copy or overly ambitious claims lead to the same outcome: lost trust.

What does it actually mean for a brand to be distinctive?

LaRocca: It boils down to evoking a feeling. A strong brand builds an environment and subtly guides how you experience it. It taps into the subconscious. Take Apple: you can recognize one of their commercials before the logo appears. The sound, pacing, and color all work together to build anticipation.

‍Schlegel: Being distinctive is as simple as it sounds: standing out from the crowd. But that doesn’t make it easy. It requires a deep awareness of competitors and the broader visual landscape. Going back to the wine analogy, when you study what’s out there, you’re likely also noticing opportunities for innovation. A project I like to reference is Graphitic Energy. We built their brand around the color red. If you look at all of the blue and green logos in the space, you’ll see theirs first.

When you look at clean energy and climate tech websites today, what patterns do you see over and over again?

LaRocca: Imagery. I’m pretty sure I’ve seen the same stock photos reused across dozens of brands. It’s tempting to lean on stock images and AI as a lean company or when there are security constraints around project photography. But it’s something to be careful with. Photography plays a huge role in how a brand is perceived, and generic visuals can make you blend in fast. It’s worth the investment to hire a photographer, or even just go out to your projects and shoot your own images.

Oh, and I can’t not mention everyone’s new favorite corporate-safe color: cobalt blue!

‍Schlegel: I see two main directions: traditional and ultra tech-forward. The traditional route leans heavily on stock imagery and familiar iconography. Then there are the more tech-forward brands, which invest in stronger visual systems including better photography, motion, or more experimental design choices. That added level of intention makes a difference.

On that note, what’s one design trend you think needs to go away?

LaRocca: Honestly… none. Everyone should have the space to explore and express themselves.  Just because I don’t like something doesn’t mean it’s wrong. Design is subjective and spans generations, so it’s usually a mistake to design only for one audience — whether that’s Millennials, Gen Z, Boomers — even when branding energy technologies or services.

I am a designer that relies heavily on data. A design that results in five times more deals closing is far more convincing than my personal opinion. I’ve found this is the best tool to motivate companies to take creative risks.

‍Schlegel: I agree. Our job is to bring a client’s vision to life. Personally, I might be tired of brutalism, maximalism, certain retro aesthetics — I could go on. That doesn’t mean they can’t be done well and avoid clichés. Being a strong designer means staying flexible. You push the client, but they push you too. And like Kristine said, understanding the audience is key to knowing how far to push.

How can you tell if a company is ready for design help?

LaRocca: When teams start asking questions like “how does this look?” or “what are we doing wrong?”, it usually means they know something is off and are ready for an outside perspective.

Schlegel: If their site looks like it was made by the founder's nephew. It doesn't communicate that you're ready to compete at a high level.

How do you ensure clients are happy with what you’re designing? How does getting consensus affect the end product?

LaRocca: I’ve found that there will usually be one person who shouts the loudest. Other team members may stay quiet or feel swayed — and not always in the right direction. That’s why I really value stakeholder interviews. Sometimes it’s the junior analyst who brings the perspective that actually elevates the work.

Internal politics play a role too, especially at larger companies. Sales, research, and leadership all have different priorities. That can blur decision-making. In those cases, I focus on what will drive the strongest ROI.

Schlegel: Internal and external pressures both shape the outcome. Climate tech marketing agencies are often hired to create something new, but still expected to stay within the bounds of what feels “safe.” That tension can be tough to manage, especially when you’ve seen the impact that more ambitious, risk-taking work can have.

Honestly, too many chefs in the kitchen is always trouble. I prefer working with a clearly defined core team. Everyone wants a say, which is fair, but without clear ownership and goals, the process is unfocused. The team should consist of the key decision-makers, and the main approver shouldn’t be seeing the work for the first time at the very end.

What’s the first decision a company needs to make if it actually wants to stand out?

Schlegel: Take a risk. It will be uncomfortable, but that’s the point.

LaRocca: Accept that design matters. There’s real data and psychology to prove it.

Recognize yourself in their answers? 

Sign up here for a free Brand Sameness Audit with our creative director Melissa Stafford-Woodruff. You’ll leave with quick, actionable insights about how to level up your climate tech branding strategy.

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