Umo Transit

The face of urban mobility

Cubic Corporation is the transportation giant who’s software and logistics systems run the NY Metro and the London Tube. While their reputation was stellar in the B2B space, their latest product, an app for metro commuters, took them into uncharted waters. Cubic engaged Traina to develop a new brand that would resonate with both public transit systems, and the everyday commuters who use them.


Helping U move

Our journey with Cubic began with a deep dive into the world of public transit to understand the challenges faced by today’s system providers – and how those hurdles manifested from a rider’s perspective.

Cubic’s new tech platform had the potential to solve big headaches for everyone. Imagine maps, rideshare, and subway tickets integrated into a seamless technical product for transit providers – accessed through a single mobile app experience by commuters. But what would it take to gain traction with both audiences?

Research and competitive analysis revealed the path forward. We positioned the technology around the shared simplicity and delight the product would engender, while also developing a messaging platform to speak to each unique audience.


Taking an
unexpected route

Transit apps often feel like they are branded by those that built them. The landscape was ready for a more creative, less technical brand that embodied the simplicity it promised.

Traina recommended a “personified” approach that embraced a playful spirit – giving the product an equally fun name. Umo, inspired both by “U move” and “Urban Mobility”, captured the character of the brand in just three ownable letters.

The brand took on true momentum from there with an expressive visual vocabulary, unexpected photography and joyful moments celebrated in every touchpoint.

A true departure

Umo isn’t your everyday, consumer-friendly integrated transit platform, nor your typical B2B2C brand. Its personality is poised to stand out as a lovable mobile app, its capability will leave others in the dust.

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