Studio: 87

Brand Identity for Precision Polymer Products

From rubber supplier to medtech partner—without losing the old mark.

EightySeven repositioned Precision Polymer Products from a specialist rubber supplier to a strategic medtech component partner. The new identity combines engineering precision with an energetic, sporty visual system built from modular forms that reflect PPP’s essential elastomeric components.

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Insights

EightySeven repositioned Precision Polymer Products from “the rubber guys” into a strategic medtech component partner, while keeping the legacy mark’s spirit by rebuilding it instead of discarding it.
The visual system is built from small circles representing O-rings — dots, halftone gradients (fades made of dots), and modular compositions that mirror how tiny rubbery parts add up into larger medical devices.
The brand intentionally collides two worlds: medtech sterility and bold sports-graphic energy, giving a surgical healthcare supplier an unexpectedly energetic, sporty identity.
Early clients reportedly described the new packaging as “Apple-like,” and the merch even included a jar labeled “Top Secret Small Stuff,” underscoring the premium, productized feel of the rebrand.
PPP has been based in Pottstown, Pennsylvania since 1984, making silicone components like IV drip valves, syringe tips, and catheter seals; at the time of the rollout, its older website was still live with a “Proudly created with Wix” footer.
The strategy is one sentence the whole system hangs from: big things happen when you get the small things right. The verbal identity turns it into a promise — PPP takes care of the small things so innovators can take care of the big things — which reframes a supplier of parts nobody sees into a partner with a share of the responsibility.
The studio's own description of the creative direction is a skate park in a clean room: medtech's sharp clarity crossed with a sporty, modern energy. It is an unusually specific brief to give yourself, and it is what keeps a components manufacturer from looking like every other components manufacturer.
It started as an internal alignment problem, not a design one. Discussions, surveys and a two-day Brand Focus workshop surfaced the gap the rebrand answers: complete in-house tooling, rapid prototyping, operators working alongside automation and 24/7 production — capabilities that were real but unexpressed, in a company whose parts sit inside IV systems and insulin delivery.
President Jason Voytilla is candid about the process in the case's own testimonial, saying that at times it felt uncomfortable to step into something new but that they trusted the process — a rare admission to leave in a client quote, and more persuasive than the usual claim of a seamless collaboration. He reports stronger customer recognition and greater internal pride after a twenty-year-old brand was replaced.