Let’s be honest about a hard truth in our industry. Every product manager thinks their new baby deserves its own first, middle, and last name. They want a shiny new name for their product because they believe it’s the only way to make their launch “pop” in the market. But this impulse is actually creating a massive headache for the very people you are trying to impress.

Brand architecture is supposed to be the adult in the room. Its job is to stop the proliferation of names and make life easier for the customer. When we let product teams run wild, we end up putting a wall of fancy words between the brand and the buyer. You aren’t adding value; you are giving your customers a homework assignment to figure out what you sell.

We get it. Product marketing’s job isn’t necessarily to worry about corporate cohesion. Their job is to hit quarterly targets and get attention for their specific feature. But if every single product pops in a totally different way, you don’t have a portfolio anymore. You have a yard sale.

This doesn’t mean sub-brands are never the answer. Sometimes they are exactly what you need. But here is the rule you need to stick to. Unless you are ready to back that new name with a distinct budget and long-term marketing support, do not launch it.

Takeaway: Stop making your customers do the hard work of organizing your messy portfolio. If you aren’t paying to support a sub-brand, you shouldn’t be asking for one.