Our work
A heritage outdoor, ski and performance footwear and apparel brand
Strong brand love, but boxed in. The brand was strongly associated with one or two categories, which capped its permission to grow into apparel and everyday occasions. Leadership had no shared, fact-based picture of where future demand sits, by need and occasion rather than by demographics alone. Brand strengths, white space and consumer perception varied sharply from one country to the next. Without a map of the market, investment risked chasing head-on competition instead of the spaces where the brand could win a disproportionate share.
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A leading UK omnichannel retailer in fashion and electricals
Strong on the basics, but no reason to choose. The retailer competed against more than 20 established players across fashion and electricals, two of the most fiercely contested categories in the UK. Broad awareness and solid performance on trust, value and delivery were not enough, because the drivers that actually decide a purchase were being ceded to rivals. Leadership needed an evidence base for three questions: who the most valuable shoppers are, what truly drives their choice, and where to focus to win.
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A global consumer retailer re-pitching its media account
The retailer had outgrown its incumbent media partner. Performance had plateaued with a technology partner that brought limited strategic thinking and leaned on black-box automated buying, with no path to step-change growth. The in-house paid media team was absorbed by executional admin, leaving no capacity for innovation, learning agendas or meaningful media governance. With no competitive market intelligence, the business was negotiating fees in a vacuum and held no leverage.
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A global sports retailer's performance media pitch
A first structured, competitive RFP for performance media. Without one, the client had no way of knowing whether the incumbent commission rate was competitive, no accountability structure tying agency fees to results, and no leverage on fees, technology costs or growth commitments. Media investment, agency fees and the way performance was measured had never been benchmarked side by side.
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A leading UK online retailer's content studio, rebuilt
A £6.76m studio cost base that could not scale to meet a structural shift. Content is now made for three audiences at once: the customer who buys, the platform algorithm that decides who sees it, and the AI assistants increasingly answering the question of what to buy. Meta and Google reward volume and variety rather than one hero asset, and on a media budget of £40m to £60m the studio is the largest lever the business holds. The advantage also compounds, because every cycle of better creative teaches the platforms and sharpens the next one. None of it scales by hiring.
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A leading luxury jewellery house
A high-value, relationship-led client base the team could not see or act on in one place. Customer intelligence lived in CSVs and spreadsheets, so knowing what data existed, where the gaps were and which attributes mattered meant digging through files by hand, and some attributes covered only 15 to 50% of customers with no way to see it. Relationship managers and client advisors had no single place to see a customer in full, because value, persona, channel, product history and risk flags sat across separate analyses, spreadsheets and tools. Prospecting meant more than 30 minutes of manual searching per name, and media spend was set without a grounded picture of who the customers are or which channels genuinely reach them.
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