Two Things | Plenty | Positioned a vertical farm brand in a commodity category and developed the product and launch strategy from trial to membership. Client // Plenty Assignment: Brand Strategy · Mobile App Design & Development · Event & Campaign Development · UX Design · Chat Interface · Product Marketing Building a brand from the ground up - roots and all The Challenge Plenty set out with one of the most audacious missions in modern food: to reinvent agriculture through AI-powered indoor vertical farming. Their technology promised fresher food, grown closer to consumers, using a fraction of the land and water of traditional farming. But despite extraordinary engineering, the brand faced a fundamental challenge: How do you introduce a world-changing technology to everyday consumers in a way that builds trust, drives trial, and sparks loyalty—long before mass distribution catches up to ambition? Plenty needed more than awareness. They needed a brand, a voice, and a go-to-market strategy built for behavior change—not just belief change. The Insight Vertical farming is a complex idea. Sustainability, yield, and controlled-environment agriculture are compelling—but too conceptual to drive adoption alone. Our research uncovered a simple but transformative truth: The fastest path to belief was taste. Consumers didn’t need a lecture on agricultural disruption—they needed a bite of the product itself. If Plenty could put greens directly into people’s hands, in unexpected, joyful environments, the product would tell the story more powerfully than any ad ever could. Trial—real, sensory, delicious trial—would be Plenty’s tipping point. What We Did 1. Built the Brand From Strategy to Identity We developed the brand strategy rooted in culture, consumer behavior, and Plenty’s bold technological mission. From this we defined the identity, the voice, and the brand architecture needed to connect an advanced technology to everyday people. 2. Designed a Trial-First Go-To-Market Strategy Instead of a traditional advertising launch, we created a taste-led, city-by-city introduction plan designed to meet consumers where they gather: music festivals art fairs outdoor cultural events community experiences These weren’t sampling moments—they were immersive, emotionally resonant first encounters with a brand redefining what fresh food could be. 3. Built the End-to-End Customer Journey We mapped the path from trial to loyalty, designing: event experiences a frictionless mobile and SMS chat interface a DTC pipeline that converted real-world tastings into ongoing subscriptions 4. Moved Fast, Iterated Constantly, and Built With Real-Time Feedback This nimble, startup-style process allowed Plenty to adapt quickly as the category evolved and the company scaled.Working in tight sprints with Plenty’s team, we: tested messaging in live markets validated acquisition funnels refined the city-launch playbook optimized the tech-powered brand experience in real time RESULTS RESULTS In a space shaped by complexity, capital intensity, and shifting expectations, Plenty gained what technology alone couldn’t provide: a brand consumers could touch, taste, and trust. Plenty emerged not just as an agricultural innovator, but as a consumer brand with a clear story, a differentiated identity, and a scalable go-to-market engine. Our work created: A trial-first strategy that turned taste into belief 80% participation rate 136MM+ impressions 24% revenue growth vs the previous period for trail category In a space shaped by complexity, capital intensity, and shifting expectations, Plenty gained what technology alone couldn’t provide: a brand consumers could touch, taste, and trust. Plenty emerged not just as an agricultural innovator, but as a consumer brand with a clear story, a differentiated identity, and a scalable go-to-market engine. Our work created: A trial-first strategy that turned taste into belief A mobile + chat experience that lowered friction and increased retention A playbook for city-by-city rollout and future scale A modern storytelling and experience-driven foundation for a category-defining technology Moving quickly, pivoting often, and staying nimble, our collaboration with the Plenty team used quick sprints to ideate and validate in markets in real time, yielding lasting results for the company. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as own-able or relevant as it once was. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience.

Two Things | Brookfield Properties | The Wishing Forest Client // Brookfield Properties Assignment: Innovation Strategy · Design Strategy · Concept Development · Prototyping · Experience Design · Production Oversight · Measurement Framework · Go-To-Market Strategy Building a B2C framework and platform for a B2B centric marketing team The North Face is legend in the outdoor adventure space. These true stories of Next Gen trail lovers is only the beginning. In the months to come, we'll be exploring activations that actually help people discover their trail. In the meantime, thanks for listening and see you out there. RESULTS RESULTS RESULTS The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. 85% 85% of guests rated the experience as “unique” 90% 90% indicated they were highly likely to return the following year Significant industry attention and organic consumer buzz. Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB. The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. 85% 85% of guests rated the experience as “unique” 90% 90% indicated they were highly likely to return the following year Significant industry attention and organic consumer buzz. Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as ownable or relevant as it once was. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. The Challenge Brookfield Properties approached us with a critical mandate: modernize their consumer experience and create an innovative, interactive model that could drive foot traffic, generate buzz, and scale across their national portfolio. The first test would come fast—a holiday-season pilot—while the larger ambition was clear: Design a year-round, nationwide engagement system that strengthens consumer relationships, not just seasonal visitation. The Insight Our process begins with a structured exploration of Category, Culture, and Product. For Brookfield, this lens revealed a key truth: while malls have traditionally focused on transactions, consumers increasingly seek connection, play, and meaningful shared experiences. The design challenge sharpened into a tension: How do we create holiday experiences that feel inclusive and modern—engaging visitors of all ages, backgrounds, and abilities—without alienating holiday traditionalists? The answer lay in the emotional universals that define the season: Magic, Connection, Tradition, and Peace. These territories became the foundation of a scalable design system. What We Did Two Things partnered across strategy, design, prototyping, and production to build a repeatable experience framework for Brookfield’s properties. We established guardrails for scalable, measurable programs. We developed concepts that embodied universal emotional territories. We prototyped analog surfaces enhanced by technology. We launched a real-world pilot and scaled it nationally. Earned Media & Buzz Despite being a pilot, the experience generated industry attention and organic consumer buzz. Reactions ranged from “interactive decorations” to “makes you enjoy the season even more.” Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB—celebrating both the pilot and the nationwide rollout. Press

Weekly blog articles about strategy, brand transformation, and creative insights across the outdoors and active lifestyle markets. Sign up to receive today! Insights Insight Two Things is Doubling Down Our approach to brand transformation has worked in multiple categories but, we are choosing to focus primarily on the active lifestyle space and audience. Insight Your Brand's History is NOT Your Brand Strategy Why your brand’s past is not what your customers today care about. Insight What Can the Active Lifestyle Industry Learn from Silicon Valley? What does startup land have to teach brands way over in the active lifestyle space? Not everything. Not even most things, but there are a few really powerful ideas that if applied correctly can help a sleepy brand wake the hell up. Insight Brand X's and O's X marks the unforced error for Twitter. And, what can we learn from it? Insight The Urban/Rural Boundary is the Opportunity Cities hold a key to unlock the outdoors. Why is this massive opportunity so often ignored? Insight Include the Critics, Naysayers, and Roadblocks in the Process Why it never works to build a marketing strategy and get other departments to buy-in later. Insight The Terrain is Unsettled and Varied Generating smart ideas is *not* the hardest part of developing effective work. Subscribe to our newsletter ↗ subscribe ↗ Lessons, Tools, Tips and a few rants on creativity and marketing in the active lifestyle space* *What the hell do we mean by “active lifestyle”? We are talking about brands in the outdoor, sports, sports lifestyle and adventure travel business whether they make equipment, apparel or experiences for people to connect IRL move and explore the world. Brands that serve the active lifestyle market generally have a strong sense of purpose and an engaged community of customers. Their employees are also often a real community of like minded people. They are more likely to balance purpose and corporate social responsibility in the core of their operations than many other business categories. Subscribe to our newsletter ↗ subscribe ↗ Thanks for subscribing! Lessons, Tools, Tips and a few rants on creativity and marketing in the active lifestyle space* *What the hell do we mean by “active lifestyle”? We are talking about brands in the outdoor, sports and sports lifestyle business whether they make equipment, apparel or experiences for people to connect IRL move and explore the world. Brands that serve the active lifestyle market generally have a strong sense of purpose and an engaged community of customers. Their employees are also often a real community of like minded people. They are more likely to balance purpose and corporate social responsibility in the core of their operations than many other business categories. Subscribe to our newsletter ↗ subscribe ↗ Thanks for subscribing! Lessons, Tools, Tips and a few rants on creativity and marketing in the active lifestyle space* *What the hell do we mean by “active lifestyle”? We are talking about brands in the outdoor, sports, sports lifestyle and adventure travel business whether they make equipment, apparel or experiences for people to connect IRL move and explore the world. Brands that serve the active lifestyle market generally have a strong sense of purpose and an engaged community of customers. Their employees are also often a real community of like minded people. They are more likely to balance purpose and corporate social responsibility in the core of their operations than many other business categories.

Two Things | The North Face | Vectiv | From brand strategy to go-to-market planning see how we oversaw the global launch of TNF’s first footwear platform. Client // The North Face: Vectiv Assignment: Brand Strategy · Brand Architecture & Systems · Digital Experience · Marketing Process · Toolkits and Process, Measurement and Analytics Using a critical product launch to create a community powered playbook For years, The North Face has led the charge of peak athleticism in the outdoors. The Challenge In September 2021, The North Face came to us with a high-stakes proposition: their first-ever premium footwear platform—Vectiv—was ready to launch, but the go-to-market strategy wasn’t. The world was in a shutdown due to the pandemic and TNF needed more than a product story. They needed a brand-defining launch that brought digital to the center, not the sidelines. The internal team had executional horsepower—from elite athletes breaking FKTs in prototype Vectiv shoes to global partners and a budding in-house creative team. But they lacked a unified idea, an integrated playbook, and leadership to coherently connect local markets, global teams, and digital experience into a single, powerful launch. The Insight The proof of performance was clear: elite athletes were shattering records in Vectiv prototypes. While the rest of the world was in lock-down we needed to share this feeling: the explosive, exponential feeling of pushing your limits-with a much wider audience. What We Did We developed a narrative platform: Go Further as with an experiential platform at its center. Further Together—a global, digital-first ecosystem partnership between The North Face and Strava that transformed a product drop into a community-led brand experience. Defined brand architecture, messaging, and campaign system Built a global digital experience Created a consistent global visual language Delivered channel-specific playbooks Designed workflows and processes Orchestrated global teams Documented to form a toolkit for future launches. The Result The launch didn’t just introduce a product—it introduced a new way for TNF to build community, tell stories, and activate digital at scale. Further Together turned the Vectiv launch into a global movement. 523K+ sign-ups in the first month alone 37MM+ miles recorded across the world 80% participation rate 57K+ Strava community growth within first month 136MM+ impressions 24% revenue growth vs the previous period for trail category US playbook exported globally Elite athletes regularly beat FKTs (fastest known times) on a variety of trails using prototypes proving the unique value of the product. Now that we had our wayfinding, the next hurdle was execution. With the COVID-19 pandemic still raging around the globe, how could we drive trial and buzz when all trail races, events, and outdoor gatherings were canceled? Enter Further Together. As a direct reflection to the campaign, our internal work flow emphasizes collaboration and building tools for TNF to use across all of their channels and countries. The collaborative concepts resulted in strong brand messaging, positioning toolkits, photography guidelines, motion graphics, and videography for TNF’s global marketing teams to leverage again and again.

Two Things | Plenty | Positioned a vertical farm brand in a commodity category and developed the product and launch strategy from trial to membership. The Insight Vertical farming is a complex idea. Sustainability, yield, and controlled-environment agriculture are compelling—but too conceptual to drive adoption alone. Our research uncovered a simple but transformative truth: The fastest path to belief was taste. Consumers didn’t need a lecture on agricultural disruption—they needed a bite of the product itself. If Plenty could put greens directly into people’s hands, in unexpected, joyful environments, the product would tell the story more powerfully than any ad ever could. Trial—real, sensory, delicious trial—would be Plenty’s tipping point. The Challenge Plenty set out with one of the most audacious missions in modern food: to reinvent agriculture through AI-powered indoor vertical farming. Their technology promised fresher food, grown closer to consumers, using a fraction of the land and water of traditional farming. But despite extraordinary engineering, the brand faced a fundamental challenge: How do you introduce a world-changing technology to everyday consumers in a way that builds trust, drives trial, and sparks loyalty—long before mass distribution catches up to ambition? Plenty needed more than awareness. They needed a brand, a voice, and a go-to-market strategy built for behavior change—not just belief change. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as own-able or relevant as it once was. Client // Plenty Assignment: Brand Strategy · Mobile App Design & Development · Event & Campaign Development · UX Design · Chat Interface · Product Marketing Building a brand from the ground up - roots and all What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. What We Did 1. Built the Brand From Strategy to Identity We developed the brand strategy rooted in culture, consumer behavior, and Plenty’s bold technological mission. From this we defined the identity, the voice, and the brand architecture needed to connect an advanced technology to everyday people. 2. Designed a Trial-First Go-To-Market Strategy Instead of a traditional advertising launch, we created a taste-led, city-by-city introduction plan designed to meet consumers where they gather: music festivals art fairs outdoor cultural events community experiences These weren’t sampling moments—they were immersive, emotionally resonant first encounters with a brand redefining what fresh food could be. 3. Built the End-to-End Customer Journey We mapped the path from trial to loyalty, designing: event experiences a frictionless mobile and SMS chat interface a DTC pipeline that converted real-world tastings into ongoing subscriptions 4. Moved Fast, Iterated Constantly, and Built With Real-Time Feedback This nimble, startup-style process allowed Plenty to adapt quickly as the category evolved and the company scaled.Working in tight sprints with Plenty’s team, we: tested messaging in live markets validated acquisition funnels refined the city-launch playbook optimized the tech-powered brand experience in real time The Result In a space shaped by complexity, capital intensity, and shifting expectations, Plenty gained what technology alone couldn’t provide: a brand consumers could touch, taste, and trust. Plenty emerged not just as an agricultural innovator, but as a consumer brand with a clear story, a differentiated identity, and a scalable go-to-market engine. Our work created: A brand rooted in experience, not explanation A trial-first strategy that turned taste into belief A mobile + chat experience that lowered friction and increased retention A playbook for city-by-city rollout and future scale A modern storytelling and experience-driven foundation for a category-defining technology Moving quickly, pivoting often, and staying nimble, our collaboration with the Plenty team used quick sprints to ideate and validate in markets in real time, yielding lasting results for the company.

As an alternative to a traditional advertising agency, we take on brand transformation with the goal of improving marketing impact through robust strategy. What it’s like to work with us What it’s like to work with us One We use creativity as a growth engine. We bring creativity back upstream —where it belongs—as a catalyst for change. It’s how we create strategy with soul, and products that feel both inevitable and new. What it’s like to work with us Foundational Creative Strategy Strategy Sprint 4 Weeks Opportunity Mapping Deliverable: Brand Audit, Product/Category/Cultural Research Core Team: Brand Strategist, Design Lead and Creative Director with support from Producer and Studio Design Team. Creative and Strategy oversight by Leadership Team. I. Insights + Creative Territories Deliverable: Presentation with findings and recommendations Creative Territory Refinement Deliverable: Revisions to Creative Territories based on feedback, Design Challenge Briefs to guide work, Recommended path forward II. III. Creative Strategy, Concepts + Rollout Comprehensive Project 12–14 Weeks Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations III. II. I. Strategy + Creative Partnership Custom Retainer 6–12 Months Opportunity Mapping Core Team: Brand Strategist, Design Lead and Creative Director with support from Producer and Studio Design Team. Creative and Strategy oversight by Leadership Team. Insights + Creative Territories Creative Territory Refinement III. II. I. Timelines can be customized to clients needs and additional workload can be absorbed by dedicated team assigned to client’s business. Monthly Work-Plan Alignment with senior stakeholders to calibrate work to client's business. Custom Retainer option for more complex assignments. Two Things will generally follow its process working systematically through: Executional Advisory Strategy Sprint 4+ Month Commitment Two Things can oversee execution of the work if needed from guidance to establishing long-term plan. Includes: Production Oversight Strategy +Creative Consistency Budget Management Strategy Implementation Measurement + Research Methodology Analysis and Recommendations Future Proofing Identifying long-term partners Training and Handoff to client team Strategic Advisory Two things can engage as a strategic advisor to the board and/or leadership team on long-term strategy evolution. Includes: Performance Benchmarking Analysis and Recommendations Guidance on Org Design and/or AgencyRoster Customized options available Month-to-Month or Quarterly Advisory Formats Executional Advisory Two Things can oversee execution of the work if needed from guidance to establishing long-term plan. Includes: Production Oversight Strategy +Creative Consistency Budget Management Strategy Implementation Measurement + Research Methodology Analysis and Recommendations Future Proofing Identifying long-term partners Training and Handoff to client team Strategic Advisory Two things can engage as a strategic advisor to the board and/or leadership team on long-term strategy evolution. Includes: Performance Benchmarking Analysis and Recommendations Guidance on Org Design and/or AgencyRoster Customized options available Custom Retainer Strategy + Creative Partnership 6–12 Months ↗ Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs ↗ Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations ↗ Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. Strategy Sprint Foundational Creative Strategy 4 Weeks ↗ Opportunity Mapping Deliverable: Brand Audit, Product/Category/Cultural Research ↗ Insights + Creative Territories Deliverable: Presentation with findings and recommendations ↗ Creative Territory Refinement Deliverable: Revisions to Creative Territories based on feedback, Design Challenge Briefs to guide work, Recommended path forward Core Team: Brand Strategist, Design Lead and Creative Director with support from Producer and Studio Design Team. Creative and Strategy oversight by Leadership Team. Comprehensive Project Creative Strategy, Concepts + Rollout 12–14 Weeks ↗ Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs ↗ Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations ↗ Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. Two We collide perspectives to create new ones. We work at the powerful intersection of strategy and design, business and brand, internal knowledge and external perspective. This is where insights collide, disciplines blend, and new possibilities emerge. Three We hunt for the roadblocks. Organizations don’t set out to hinder progress, but culture, structure, and process often do. We surface the obstacles unique to each company early and design around them—so bold opportunities launch in market, not die in decks. Four We build from the inside out. We roll up our sleeves to build alongside you—operating like an early-stage strike team to prototype, pressure-test, and launch new products. Five We make ourselves obsolete. We're in the evolution business, not the maintenance business. Our job is to set the conditions for success, strengthen your team through lived experience, and then hand your team the baton to the future. Ways we can work together Ways we can work together Strategic Discovery Innovation Roadmap 1 month Strategy
 Internal Audit Ambitions + Hypotheses
 Brand + Product Research (existing) External Audit Category Research (secondary) Culture Research (secondary) Opportunity Assessment
 Findings + Indications Opportunity Thesis Opportunity Territories Comprehensive Project Foundational Design 4–6 months Strategy Research Culture + Category + Product Findings + Indications Design Strategy Opportunity Thesis Design Territories Design Challenge Briefs Design Product Exploration Product Concepts Product Prototyping Product Design Product Vision + Roadmap Implementation Operations Organizational Design Recommendation Production Recommendation Go-To-Market Planning Rollout Recommendation Channel Recommendation Iterative Retainer Incubation Program 6–12 month cycles Strategy
 Research Culture + Category + Product Findings + Indications Design Strategy Opportunity Thesis Design Territories Design Challenge Briefs Design
 Product Exploration Product Concepts Iterative Co-Creation Product Design Product Vision + Roadmap Prototype(s) Iterative Co-Creation Validation Implementation Operations New Teams + Capabilities Go-To-Market Strategy Launch Vision + Roadmap Advisory Strategic
Advisory Monthly or quarterly Two Things can engage as a strategic advisor to leaders and/or leadership teams such as BoD or Steering Committee. In this capacity Two Things provides strategic expertise on a focused set of innovation topics over time. Two Things can guide implementation and optimization of growth strategies to leaders tasked with driving innovation. Sample Advisory engagements include: Innovation Strategies Team Evaluations and Recommendations Organizational Design Curation of Vendor Rosters Performance Benchmarking Audits and Analysis Ways we can work together Strategic Discovery Innovation Roadmap 1 month Strategy
 Internal Audit Ambitions + Hypotheses
 Brand + Product Research (existing) External Audit Category Research (secondary) Culture Research (secondary) Opportunity Assessment
 Findings + Indications Opportunity Thesis Opportunity Territories Comprehensive Project Foundational Design 4–6 months Strategy Research Culture + Category + Product Findings + Indications Design Strategy Opportunity Thesis Design Territories Design Challenge Briefs Design Product Exploration Product Concepts Product Prototyping Product Design Product Vision + Roadmap Implementation Operations Organizational Design Recommendation Production Recommendation Go-To-Market Planning Rollout Recommendation Channel Recommendation Iterative Retainer Incubation Program 6–12 month cycles Strategy
 Research Culture + Category + Product Findings + Indications Design Strategy Opportunity Thesis Design Territories Design Challenge Briefs Design
 Product Exploration Product Concepts Iterative Co-Creation Product Design Product Vision + Roadmap Prototype(s) Iterative Co-Creation Validation Implementation Operations New Teams + Capabilities Go-To-Market Strategy Launch Vision + Roadmap Advisory Strategic
 Advisory Monthly or quarterly Two Things can engage as a strategic advisor to leaders and/or leadership teams such as BoD or Steering Committee. In this capacity Two Things provides strategic expertise on a focused set of innovation topics over time. Two Things can guide implementation and optimization of growth strategies to leaders tasked with driving innovation. Sample Advisory engagements include: Innovation Strategies Team Evaluations and Recommendations Organizational Design Curation of Vendor Rosters Performance Benchmarking Audits and Analysis Looking to partner with us? start a conversation → Opportunity Assessment Findings + Indications Opportunity Thesis Opportunity Territories 3. External Audit Category Research (secondary) Culture Research (secondary) 2. Internal Audit Ambitions + Hypotheses Brand + Product Research 1. 1 month Innovation Roadmap Strategic Discovery Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. I. Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations III. Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations II. Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs 4–6 months Foundational Design Comprehensive Project Dedicated Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (assigned based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership team. I. III. II. Comms Strategy and Pre-Production Concept Development Creative Strategy Development Custom Retainer option for more complex assignments. Two Things will generally follow its process working systematically through: Timelines can be customized to clients needs and additional workload can be absorbed by dedicated team assigned to client’s business. Monthly Work-Plan Alignment with senior stakeholders to calibrate work to client's business. 6–12 Months Strategy + Creative Partnership Custom Retainer Two things can engage as a strategic advisor to the board and/or leadership team on long-term strategy evolution. Includes: Performance Benchmarking Analysis and Recommendations Guidance on Org Design and/or AgencyRoster Customized options available Two Things can oversee execution of the work if needed from guidance to establishing long-term plan. Includes: Production Oversight Strategy +Creative Consistency Budget Management Strategy Implementation Measurement + Research Methodology Analysis and Recommendations Future Proofing Identifying long-term partners Training and Handoff to client team 4+ Month Commitment Executional Advisory Advisory Formats Monthly or Quarterly Strategic Advisory

We develop creative Go-To-Market strategies for companies to enter new markets, attract new audiences and develop new ways to serve their customers. Strategy We develop strategies for companies to expand their market. + Execution We build teams, culture and processes to operationalize that strategy over time. The Brand Transformation Agency We work with brands who need to build a new product, connect with a new audience or because their Go-To-Market approach needs an overhaul. Sample Engagements include: Designing innovation strategy and teams Internal creative teams Creative marketing for startups Brand experience and product design We’ve been responsible for some of the leading innovation and creative cultures in the US and have learned that the most impressive ROI is realized when a brand owns the work itself. Our engagements are designed with the goal of building a new capability within our client’s organization and we work towards that end in mind. Strategy We develop strategies for companies to expand their market. + Execution We build teams, culture and processes to operationalize that strategy over time. The Brand Transformation Agency We work with brands who need to build a new product, connect with a new audience or because their Go-To-Market approach needs an overhaul. Sample Engagements include: Designing innovation strategy and teams Internal creative teams Creative marketing for startups Brand experience and product design We’ve been responsible for some of the leading innovation and creative cultures in the US and have learned that the most impressive ROI is realized when a brand owns the work itself. Our engagements are designed with the goal of building a new capability within our client’s organization and we work towards that end in mind. start a conversation → working with us →

Two Things | Arc’teryx | No Wasted Days | Guiding the Arc’teryx strategy, investment and operations for their first global, integrated marketing effort. Client // Arc'Teryx Assignment: Brand Strategy · GTM Strategy · Global Campaign · Marketing Systems · Campaign Architecture · Budgeting · Insights & Measurement Fuel to power the brand over $1B and beyond The North Face is legend in the outdoor adventure space. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as ownable or relevant as it once was. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. The Challenge In 2022, Arc’teryx was preparing to launch its footwear category—a pivotal moment for any outdoor brand. Despite elite products and a devoted fan base, the brand remained niche. Premium pricing was justified by performance, but not widely understood. The internal marketing team, built around product storytelling, needed a new playbook to grow globally without losing credibility with the insiders who made Arc’teryx iconic. The Insight Consumers didn’t see the difference—“Gore-Tex is Gore-Tex, right?”—revealing a gap between technical superiority and perceived value. We uncovered a deeper truth fueling the brand’s most passionate users: Arc’teryx isn’t just gear. It’s a belief in living with no wasted days. This emotional platform unlocked a broader audience while strengthening the brand’s core. What We Did Two Things partnered across strategy, creative, and organizational design to build Arc’teryx’s first global brand and marketing engine. Developed a global brand platform and positioning Built the campaign architecture, messaging system, and channel strategy Designed membership experiences to be realized through app ecosystem and physical stores Designed measurement and analytics frameworks and KPI’s Delivered budgeting strategy and production planning Advised on marketing organization structure and onboarded new hires as the team scaled The work established not just a campaign, but a repeatable, scalable marketing system for ongoing global growth. RESULTS RESULTS RESULTS RESULTS RESULTS RESULTS RESULTS No Wasted Days launched in October 2023 and reintroduced Arc’teryx to the world with a message that was both expansive and deeply authentic. Reintroduced Arc’teryx to the world with No Wasted Days (Oct 2023), delivering a message that was expansive, culturally resonant, and unmistakably authentic. Fueled historic growth, helping propel the brand from $941.2M at launch past $1B for the first time , and on to $1.2B+ by the end of 2024. Built the engine for scale, establishing the strategic and operational foundation that continues to power Arc’teryx’s global marketing today. No Wasted Days launched in October 2023 and reintroduced Arc’teryx to the world with a message that was both expansive and deeply authentic. Reintroduced Arc’teryx to the world with No Wasted Days (Oct 2023), delivering a message that was expansive, culturally resonant, and unmistakably authentic. Fueled historic growth, helping propel the brand from $941.2M at launch past $1B for the first time , and on to $1.2B+ by the end of 2024. Built the engine for scale, establishing the strategic and operational foundation that continues to power Arc’teryx’s global marketing today. These true stories of Next Gen trail lovers is only the beginning. In the months to come, we'll be exploring activations that actually help people discover their trail. In the meantime, thanks for listening and see you out there.

As an alternative to a traditional advertising agency, we take on brand transformation with the goal of improving marketing impact through robust strategy. Two Things about working together: Advisory Formats Executional Advisory Two Things can oversee execution of the work if needed from guidance to establishing long-term plan. Includes: Production Oversight Strategy +Creative Consistency Budget Management Strategy Implementation Measurement + Research Methodology Analysis and Recommendations Future Proofing Identifying long-term partners Training and Handoff to client team Strategic Advisory Two things can engage as a strategic advisor to the board and/or leadership team on long-term strategy evolution. Includes: Performance Benchmarking Analysis and Recommendations Guidance on Org Design and/or AgencyRoster Customized options available Custom Retainer Strategy + Creative Partnership 6–12 Months ↗ Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs ↗ Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations ↗ Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. Strategy Sprint Foundational Creative Strategy 4 Weeks ↗ Opportunity Mapping Deliverable: Brand Audit, Product/Category/Cultural Research ↗ Insights + Creative Territories Deliverable: Presentation with findings and recommendations ↗ Creative Territory Refinement Deliverable: Revisions to Creative Territories based on feedback, Design Challenge Briefs to guide work, Recommended path forward Core Team: Brand Strategist, Design Lead and Creative Director with support from Producer and Studio Design Team. Creative and Strategy oversight by Leadership Team. Comprehensive Project Creative Strategy, Concepts + Rollout 12–14 Weeks ↗ Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs ↗ Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations ↗ Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. Many of our clients have some form of an internal creative department, innovation team and/or agencies - from strategic partners to executional vendors. We are well versed in assessing capabilities of the existing roster and augmenting them to execute on the appropriate strategy, but we will never limit our recommendations to what is possible with current capabilities. Some of our clients don't have any executional resources on their team. In these situations we'll set the strategy and begin a process of overseeing execution while iteratively bringing in the right mix of internal staff and external partners to ensure that you have a reliable team to match the strategy over time. We are Player-Coaches. We are in the transformation business, not the maintenance business. We take pride in helping our clients take giant leaps forward, not incremental optimizations. Our work ends when our clients have a clear understanding of the strategic opportunity, the lived experience from having gone through a cycle or two with our guidance, and the confidence among all critical stakeholders to continue to improve outcomes through iteration and new creative expertise. We make ourselves obsolete. Ways we can work together: Foundational Creative Strategy Strategy Sprint 4 Weeks Opportunity Mapping Deliverable: Brand Audit, Product/Category/Cultural Research Core Team: Brand Strategist, Design Lead and Creative Director with support from Producer and Studio Design Team. Creative and Strategy oversight by Leadership Team. I. Insights + Creative Territories Deliverable: Presentation with findings and recommendations Creative Territory Refinement Deliverable: Revisions to Creative Territories based on feedback, Design Challenge Briefs to guide work, Recommended path forward II. III. Creative Strategy, Concepts + Rollout Comprehensive Project 12–14 Weeks Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations III. II. I. Strategy + Creative Partnership Custom Retainer 6–12 Months Opportunity Mapping Core Team: Brand Strategist, Design Lead and Creative Director with support from Producer and Studio Design Team. Creative and Strategy oversight by Leadership Team. Insights + Creative Territories Creative Territory Refinement III. II. I. Timelines can be customized to clients needs and additional workload can be absorbed by dedicated team assigned to client’s business. Monthly Work-Plan Alignment with senior stakeholders to calibrate work to client's business. Custom Retainer option for more complex assignments. Two Things will generally follow its process working systematically through: Executional Advisory Strategy Sprint 4+ Month Commitment Two Things can oversee execution of the work if needed from guidance to establishing long-term plan. Includes: Production Oversight Strategy +Creative Consistency Budget Management Strategy Implementation Measurement + Research Methodology Analysis and Recommendations Future Proofing Identifying long-term partners Training and Handoff to client team Strategic Advisory Two things can engage as a strategic advisor to the board and/or leadership team on long-term strategy evolution. Includes: Performance Benchmarking Analysis and Recommendations Guidance on Org Design and/or AgencyRoster Customized options available Month-to-Month or Quarterly Two things can engage as a strategic advisor to the board and/or leadership team on long-term strategy evolution. Includes: Performance Benchmarking Analysis and Recommendations Guidance on Org Design and/or AgencyRoster Customized options available Two Things can oversee execution of the work if needed from guidance to establishing long-term plan. Includes: Production Oversight Strategy +Creative Consistency Budget Management Strategy Implementation Measurement + Research Methodology Analysis and Recommendations Future Proofing Identifying long-term partners Training and Handoff to client team 4+ Month Commitment Executional Advisory Advisory Formats Monthly or Quarterly Strategic Advisory Dedicated Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (assigned based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership team. I. III. II. Comms Strategy and Pre-Production Concept Development Creative Strategy Development Custom Retainer option for more complex assignments. Two Things will generally follow its process working systematically through: Timelines can be customized to clients needs and additional workload can be absorbed by dedicated team assigned to client’s business. Monthly Work-Plan Alignment with senior stakeholders to calibrate work to client's business. 6–12 Months Strategy + Creative Partnership Custom Retainer Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. I. Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations III. Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations II. Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs 12–14 Weeks Creative Strategy, Concept + Rollout Comprehensive Project Creative Territory Refinement Deliverable: Revisions to Creative Territories based on feedback, Design Challenge Briefs to guide work, Recommended path forward III. Insights + Creative Territories Deliverable: Presentation with findings and recommendations II. Opportunity Mapping Deliverable: Brand Audit, Product/Category/Cultural Research I. 4 Weeks Foundational Creative Strategy Strategy Sprint Core Team: Brand Strategist, Design Lead and Creative Director with support from Producer and Studio Design Team. Creative and Strategy oversight by Leadership Team. start a conversation → our point of view →

When outdoor brands follow a Silicon Valley playbook, magic happens. See how active lifestyle brands like Patagonia, Yeti, and arc'teryx succeeded. What Active Lifestyle Brands Can Learn from Silicon Valley By Paulo Ribeiro What does startup land have to teach brands way over in the active lifestyle space? Not everything. Not even most things, but there are a few really powerful ideas that if applied correctly can help a sleepy brand wake the hell up. FINDING PRODUCT-MARKET FIT In THIS classic post Marc Andreessen explains this fundamental concept and why it is so powerful for startups and particularly software companies. I’ve spent almost half of my career working in Silicon Valley and the other half working in very different business cultures (NY and PDX). But, there is much more to learn from one another than you might think at first… Generally Silicon Valley marketers don't understand brand strategy. Here comes the hate mail. As a pool they have depth in growth marketing, performance marketing, product marketing. All of the technical specialties are table-stakes, but they don’t really understand brand strategy as a group. Related: Marketing is often confused with Advertising as this post highlights. [Buried in the comments Seth sets the brand position straight] There is an amazing contrast of technical sophistication in SV with a lack of understanding of the creative arts. But, I digress. That isn’t the topic of this post. Most of the active lifestyle brands we’ve worked with found product-market fit decades ago. They don’t talk about it that way. But finding product market fit was a challenge that preceded the current crop of employees. Borrowing this notion can provide an incredibly helpful strategic framework for evolving their customer base and entering new markets. So many marketing briefs start from the assumption that the tactics are fixed, and maybe even the audience is fixed, so the only thing we can play with is the message. Which is crazy of course. But sadly it is the norm. Just because the core business operates one way doesn’t mean that each product line needs to go to market the same way. This is where the framework of Product-Market fit is super useful. Think of the market you are targeting as a ‘use case’ that can be defined by an audience and a behavior. And think of your product as the way you choose to serve that use case. By thinking about these as two variables the strategic playing field opens up significantly. But you have to tackle each of those assignments with clarity. Know which is which and play with each. Each of these two variables create opportunities to change the target audience definitions, the channels and tactics the creative briefs that generate new ideas. All it requires is borrowing a bit of wisdom from Silicon Valley. I said a ‘bit of wisdom’ they have blind spots too. 😉 CUSTOMERS VS. TARGETS These are two totally different things. We need to stop confusing them. As a marketer you should have a clear understanding of who your buying customers are. This might vary by business unit, product line and channel. There are so many tools at your disposal to paint a picture of who is buying your product via each channel whether direct or through retail partnerships, whether IRL or URL. The audience(s) that your marketing targets should also be clearly defined even if a significant portion of your spend is programmatic or performance in nature. If your customer and your target are thought of as the same thing internally, then good job! You’ve captured the Total Addressable Market and you aren’t needed any longer. Thank you for your service. I’m kidding of course but it's shocking how often this basic distinction is confused. The relationship between these two profiles are huge levers for marketing. Are they the same types of people? Are they vastly different? What is the relationship between the customers you have and the audience you wish to serve? What is the profile of someone who experiments and drives trial? What is the behavior of a loyal customer? If you don’t know then start your work with questions like these. Define hypotheses and test them. You’ll find that almost everything stems from starting to paint this picture. It's totally and completely cliche up and down the San Francisco Peninsula to talk about how many failed ventures entrepreneurs have been a part of. Why? Because of the widely held belief that you need to go big and if you fail then you LEARNED. It's so widespread that it has become a boring introduction up and down the SF peninsula. Baked inside of that overused backhanded compliment however, is a way of operating that many in the outdoor industry ignore thinking everything has been established. The weird thing is that this is not at all how many of their founders operated. Dave Lane and Jeremy Guard knew nothing about waterproofing jackets when they started Rock Solid Manufacturing in 1989. They just knew there was a better way to make a harness. Nor did they know the 140-million year old fossil that inspired their name change and logo (Arc’teryx) would become one of the most recognizable icons in outdoor gear—synonymous with quality and caliber. Yvonne Chouinard didn’t know much about business, in fact, he just wanted to find a way to keep adventuring . After setting up a blacksmith shop in 1957, Chouinard’s hand-made pitons quickly caught on like wildfire in the climbing communities. But in early 1989, the company—Chouinard Equipment—filed for Chapter 11 bankruptcy and the assets of the company were purchased by former employees…eventually forming Black Diamond Equipment . And Chouinard? Well, he kept climbing…so much so that after a trip to Scotland in 1970, he realized there was an appetite for high-quality clothing for climbers. And then one inspirational trip down to Argentina with the future The North Face founder and best friend Doug Thompkins, Patagonia was born. Roy and Ryan Seiders didn’t know their coolers would upend the market, they first wanted to build cool fishing rods and custom, aluminum fishing boats so they could keep doing what they loved outdoors. Instead, they found themselves frustrated with the cooler options available and sought to build the best, most rugged, protective cooler out there. Hello, Yeti . THIS Is a good example of embracing experimentation and failure today. We know for a fact that Nike has applied lessons learned from experiments like this to their subscription strategies. CELEBRATING FAILURE Flirting with failure is core to many active lifestyle brands’ origin. It should be core to their marketing strategies as well. TAKING RISKS Which is of course related to celebrating failure. Co-labs have become the default method of driving news for brands in this space. And no doubt there have been some really fantastic and unexpected ones Nike X Tiffany’s is a great example. But this is classic borrowed interest strategy. Which is not dissimilar from casting celebrities that come with their own followings in advertising. It works, but it's short lived. It drives quick hype and then it's over. REI put climbing walls in their stores over 20 years ago . Nike pushed virtual shoe drops starting in 2016. After the pandemic shutdowns we have an opportunity to reinvent how brands meet customers. Who will take the next leap to stand out from the herd? [Buried in the comments Seth sets the brand position straight] If your customer and your target are thought of as the same thing internally, then good job! You’ve captured the Total Addressable Market and you aren’t needed any longer. Flirting with failure is core to many active lifestyle brands’ origin. It should be core to their marketing strategies as well. back to insights → [Buried in the comments Seth sets the brand position straight]

Generating smart ideas is *not* the hardest part of developing effective work. How it will be made determines the outcome. The Terrain is Unsettled and Varied By Paulo Ribeiro Generating smart ideas is *not* the hardest part of developing effective work. BREAKTHROUGH IDEAS AREN'T THE HARD PART Less than 20 years ago the line between the responsibilities of an outside agency and a client’s marketing organization were crystal clear. Client-side marketing handled marketing strategy, brief development, high-level budget allocation and often measurement. Their products were sold through very established channels (dealerships for cars, wholesale and to a lesser extent owned retail for apparel and shoes, Sports speciality and wholesale retail for equipment etc…). Even as e-commerce was starting to become the force it is today, channels were generally added one at a time. What a client paid agencies to do vs. what was executed in house was very consistent. Agencies handled all brand strategy, all varieties of creative development from identity to Super Bowl Spots, Event production, and agencies handled PR strategy and media planning and buying. Anything that fell under the umbrella of creative strategy, ideation or production was handled by an agency. And now? All of those agency formats continue to exist in some iteration, and there has been an explosion of additional specializations in e-Commerce, measurement, social, performance marketing, UX and IxD and on and on. While at the same time clients have brought many of the same disciplines in house to some degree. But there is no consistency to how and why. Internal creative capabilities on the client side are driven by the nuances of their individual industry, the inclinations of their leadership or sometimes for random legacy reasons. And then the vast majority also employ agencies to finish, up-level or supplement the work that they do in house. The Terrain is varied, uneven, and often difficult to map out. This has serious implications for how to make effective work. Generating smart ideas, as difficult as that is, is not the hardest part of developing effective work. The hardest part today is understanding the landscape of how that work might be made - outside, inside or shared - and developing customized work and Go To Market plans with that in mind upfront. Too often this upfront step is skipped which wastes everyone’s time (and client’s money). To be clear there is a huge difference between being an order taker and asking the client what solution they would like and giving them what they asked for and taking the time to really understand the landscape and come back with an innovative solution. The former isn’t strategic and is a watchout for any client who wants to do effective work. The first job today should be canvassing the playing field of capabilities, needs and expectations and mapping that overtly to the team setup on both the in-house client side and the outside partners. The moment is going to happen one way or another. Make that moment happen earlier and there is a greater chance for success overall. Wait to figure out what the playing field is, and one side of the equation is going to look irresponsible. I’ll let you guess which one. It starts with a messy playing field… Agencies are used to sharing creds and case studies. And clients, with the seniority to hire, are generally well-trained marketers but the truth of the matter is that they are slammed with an ever growing list of responsibilities. They don’t usually have the time to dig into whether or not the exact setup of an agency is a good key for the lock that is their specific needs. So they look at finished work, think to themselves “I want something like that’ and hope that their team’s can sort it out on the same timeline that the ideas are generated and produced. …Unclear responsibilities hurt the work quality… With creatives and strategists on the agency side and client side and a shared desire for everyone to ‘partner’ the line between idea generator and editor of ideas moves around. The client team’s bounce between being creatives and clients sometimes in the same meeting which is unfair to them and everyone involved. Both teams can lose motivation, while the work becomes a slog for all involved. Too bad. With clarity on process upfront: 1+1=3+, without it...well 1-1=0. …and ends with all that money spent on strategy and ideas being wasted. How often have you been in a meeting where good ideas from pages 20 through 87 of a presentation are completely ignored? Assuming the agency is solid and isn’t throwing shit at the wall to see what sticks, this is usually because the client’s are thinking: “That’s ambitious. We don’t have time to figure out how to make that thing with everything else we have on our plates. So we’ll compliment their clever thinking and just hope they don’t follow up.” The client is paying the agency to painstakingly develop new work but rarely do the teams talk about process in creative meetings because it's ‘not creative’, we’ll handle that in ‘production’. Marketing capabilities vary tremendously across client organizations. There is absolutely no consistency between what is in-house vs. outsourced in large companies. Developing breakthrough ideas is the easy part. Tailoring ideas to the unique shape of a client’s organization is where the real work is done. back to insights → The problem is that without that discussion upfront the vast majority of that work will ‘make a great meeting’ and never see the light of day. How creative is that?

Two Things | The North Face | Vectiv | From brand strategy to go-to-market planning see how we oversaw the global launch of TNF’s first footwear platform. Client // The North Face: Vectiv Assignment: Brand Strategy · Brand Architecture & Systems · Digital Experience · Marketing Process · Toolkits and Process, Measurement and Analytics Using a critical product launch to create a community powered playbook For years, The North Face has led the charge of peak athleticism in the outdoors. Elite athletes regularly beat FKTs (fastest known times) on a variety of trails using prototypes proving the unique value of the product. Now that we had our wayfinding, the next hurdle was execution. With the COVID-19 pandemic still raging around the globe, how could we drive trial and buzz when all trail races, events, and outdoor gatherings were canceled? Enter Further Together. 80% RESULTS RESULTS RESULTS 523K+ 523K+ sign-ups in the first month alone 80% 80% participation rate The launch didn’t just introduce a product—it introduced a new way for TNF to build community, tell stories, and activate digital at scale. Further Together turned the Vectiv launch into a global movement. 136MM+ 24% 136MM+ impressions 24% revenue growth vs the previous period for trail category The launch didn’t just introduce a product—it introduced a new way for TNF to build community, tell stories, and activate digital at scale. Further Together turned the Vectiv launch into a global movement. 523K+ 523K+ sign-ups in the first month alone 80% 80% participation rate 136MM+ 136MM+ impressions 24% 24% revenue growth vs the previous period for trail category The Challenge In September 2021, The North Face came to us with a high-stakes proposition: their first-ever premium footwear platform—Vectiv—was ready to launch, but the go-to-market strategy wasn’t. The world was in a shutdown due to the pandemic and TNF needed more than a product story. They needed a brand-defining launch that brought digital to the center, not the sidelines. The internal team had executional horsepower—from elite athletes breaking FKTs in prototype Vectiv shoes to global partners and a budding in-house creative team. But they lacked a unified idea, an integrated playbook, and leadership to coherently connect local markets, global teams, and digital experience into a single, powerful launch. The Insight The proof of performance was clear: elite athletes were shattering records in Vectiv prototypes. While the rest of the world was in lock-down we needed to share this feeling: the explosive, exponential feeling of pushing your limits-with a much wider audience. As a direct reflection to the campaign, our internal work flow emphasizes collaboration and building tools for TNF to use across all of their channels and countries. The collaborative concepts resulted in strong brand messaging, positioning toolkits, photography guidelines, motion graphics, and videography for TNF’s global marketing teams to leverage again and again. What We Did We developed a narrative platform: Go Further as with an experiential platform at its center. Further Together—a global, digital-first ecosystem partnership between The North Face and Strava that transformed a product drop into a community-led brand experience. Defined brand architecture, messaging, and campaign system Built a global digital experience Created a consistent global visual language Delivered channel-specific playbooks Designed workflows and processes Orchestrated global teams Documented to form a toolkit for future launches.