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Download the white paper "The Business of Belonging" and explore how fandom can drive real brand growth. 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. Inside the Business of Belonging Download the white paper and explore how fandom can drive real brand growth. Download 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.

Two Things | Mevo | Evolved from a single product offering into a multi-product brand. See how we used consumer insights to carve out market space. It was clear that there was an appetite for this product, with increasing hunger as new creators arrived on the scene. Mevo approached us to evolve their single product offering into a multi-product, highly realized brand—in 4 months. This included positioning, branding, naming their new product, developing the website, and completing the launch rollout. Beyond the sheer speed of the scope, a new challenge quickly emerged: how do you shift Mevo from a single product offering to a brand with a myriad of offerings, services, software, and—of course—products? Mevo, one of the pioneers and first creators in the livestreaming video space, launched their first product, the Mevo Plus in 2017 and quickly took over the market. High-quality, compact, and relatively affordable, Mevo allowed creators, organizations, and conferences to reach broader audiences. While it seems straightforward, good/better was not enough to define product positioning or distinguish the product in the growing creator market. Instead, through research and insights we dug into the consumer behaviors to carve out adequate space for both product offerings of Mevo: Plus and Start. Identifying new cohorts through our research stages, we turned our positioning to a broader set of audiences that would potentially tap into the emerging category of video streaming. Coupled with this, we developed an identity system for Mevo and their brand. The new product, Mevo Start, rolled out with a minimal, integrated, and friendly identity backed by a complete website overhaul, product intro videos, and extensive social content. We laid the groundwork for a compelling market offering and then, COVID-19 hit. Client // Mevo Assignment // Brand Strategy, Brand Identity, Messaging Framework, Product Launch, Advertising From a product into a brand umbrella with many products. 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. As shelter-in-place orders swept the globe, video streaming needs rapidly increased as did an urgent need for connecting groups, gatherings, families, offices, houses of worship, and creators. It was a rare opportunity to witness a moment where the core vision of the product (connecting others) met the needs of today. Additionally, Mevo donated 100+ camera bundles to NYC public schools and other organizations at the onset of the pandemic to help teachers and organizers continue their work despite challenging circumstances.

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. 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. The Result The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. In-Experience Metrics A single overarching concept was built with multiple modular experiences (“groves”), enabling Brookfield to test and optimize for national scalability. Six unique groves were produced, with different configurations deployed per property to evaluate performance in diverse markets. Consumer Sentiment The groves delivered strong emotional resonance.According to Brookfield’s internal survey: 85% of guests rated the experience as “unique” 90% indicated they were highly likely to return the following year 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 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.

Two Things | Brookfield Properties | The Wishing Forest 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. The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. A single overarching concept was built with multiple modular experiences (“groves”), enabling Brookfield to test and optimize for national scalability. 85% 85% of guests rated the experience as “unique”. 90% 90% indicated they were highly likely to return the following year. Despite being a pilot, the experience generated industry attention and organic consumer buzz.
Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB—celebrating both the pilot and the nationwide rollout. Despite being a pilot, the experience generated industry attention and organic consumer buzz.
Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB—celebrating both the pilot and the nationwide rollout. 90% 90% indicated they were highly likely to return the following year The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. RESULTS 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. The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. A single overarching concept was built with multiple modular experiences (“groves”), enabling Brookfield to test and optimize for national scalability. 85% 85% of guests rated the experience as “unique”. 90% 90% indicated they were highly likely to return the following year. Despite being a pilot, the experience generated industry attention and organic consumer buzz.
Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB—celebrating both the pilot and the nationwide rollout. The work reframed how Pernod Ricard’s teams think about consumer connection—proving that meaningful engagement is possible even without DTC. Key outcomes included: The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. A single overarching concept was built with multiple modular experiences (“groves”), enabling Brookfield to test and optimize for national scalability. 85% A single overarching concept was built with multiple modular experiences (“groves”), enabling Brookfield to test and optimize for national scalability. 90% 90% indicated they were highly likely to return the following year 85% of guests rated the experience as “unique” 85% RESULTS But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as ownable or relevant as it once was. 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. 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. 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. Press 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. 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.

We've focused our agency to deliver fresh, creative strategy and effective go-to-market plans for the outdoors and active lifestyle markets. Two Things is Doubling Down By Paulo Ribeiro Our approach to brand transformation has worked in multiple categories but, we are choosing to focus primarily on the active lifestyle space and audience. Two Things Inc started up in 2018. The agency was founded as a vehicle to combine a deep strategy process with a creative culture to help clients evolve how they go to market. We’ve operated as a creative consultancy with a goal of breaking down the wall between product experience and marketing experience. Along the way we’ve worked with clients in the entertainment, sports, outdoor, transportation, gaming, food, and retail industries. We’ve been trusted to develop strategies to transform how those brands go to market. To bring those strategies to life we’ve helped our clients reimagine advertising campaigns, mobile UX, created new to the world 3D creation tools, conversational interfaces, tik-tok campaigns, reimagined media plans, built websites and designed research methodologies to measure effectiveness. In two instances we’ve breathed life into entirely new businesses. We are proud of the work we’ve created together with our clients. We’ve learned and grown with each engagement. But TBH, too often we’ve had to learn on the job. There is a significant difference between the assignments we’ve explored with our clients and the assignments where our expertise led the way. Going forward, we are going to focus all of our energy on what we know inside and out. 1. We are experts at designing new ways for our clients to Go To Market. We shine when helping our clients evolve how they Go To Market whether the need is driven by launching a new product, a desire to connect with new audiences or markets, or for any reason that requires building new creative muscles. We are at our best when designing the strategy and creative concepts to evolve how a brand is experienced. We think hard about the business context, and also how the work will be made. We develop creative ideas to stand out from the noise in terms of their format AND their message. The fact that we consider the execution in our strategy work does NOT mean we need to be the ones making all the work. In many cases there are teams that are better at the craft of producing work (even if our clients are more comfortable working with us). So we are going to focus our attention on the moment of change and the systems to bring that work to life over time. 2. We are creative people which means we can get distracted or curious about many different categories, but expertise comes from deep experience. We’ve had the honor of working with brands like The North Face, arc’teryx, Converse, Timberland, Visit Sun Valley, Nike and others on some of their most mission critical projects. This has given us depth of experience with the active lifestyle consumer that they target. So we are choosing to focus our work in the active lifestyle category. Going forward Brand Transformation for Active Lifestyle Brands will be the agency's focus. This is a mission for us. Too many brands in this space have marketing that is stuck in the past. Sure, there are players like Nike that are constantly re-writing the brand playbook. But brand’s that are innovating in this space are the exception, not the rule. So much of the work is sleepy and backward looking, reinforcing historical brand equity but not doing a great job of reaching out to wider audiences. This may not be a popular opinion but it's true. It is a shame because us humans are at our best when we are connecting with other humans IRL. We need to shake up the category that is all about movement, outdoors and human connection. We’ll use all the modern tools of creativity to make this happen. Stay tuned for more from insights@twothings.co . back to insights →

Two Things | The North Face | Discover Your Trail | Developing a strategy to get the next generation to [start to] Never Stop Exploring. Client // The North Face: Discover Your Trail Assignment: Research & Insights · Marketing Strategy · Integrated Campaign Architecture · Creative Process · Production Oversight · Roster Building A reframing of who the outdoors is for—and the definition of a trail athlete Next Gen's love of trail differed greatly from past motivations. There was very little talk of testing limits or overcoming adversity. Instead, it was more about the trail making them feel whole and human. With the work, we wanted to tell real stories about real athletes. But, in the process, broaden the definition of what it means to be an outdoor athlete. So we focused our narrative lens on trail lovers that advertisers typically ignore: hike clubs, people of color, underrepresented communities, and people with different body types. What We Did We built Discover Your Trail —a brand platform and integrated campaign that reframed who belongs on the trail and expanded the definition of what it means to be an outdoor athlete. Established the marketing strategy and foundational insight Built cross-functional briefs linking campaign, experiential, partnerships, and sponsorships Evolved the creative process to give internal teams permission to challenge norms Directed production and established a diverse new creative roster Focused storytelling on communities advertisers often ignore: hike clubs people of color underrepresented groups broader body types everyday trail lovers Just as importantly, we built the internal scaffolding—systems, workflows, and processes—that made this reframing operational and repeatable. RESULTS Discover Your Trail became a turning point in how TNF speaks to the world—and how the world sees in TNF. 15% In the first half of FY23, The North Face revenue grew 15% Combined with Vectiv, these efforts contributed to a continued upward trajectory from 2022 through 2023 TNF expanded its audience, its cultural relevance, and its internal marketing maturity Discover Your Trail became a turning point in how TNF speaks to the world—and how the world sees in TNF. 15% In the first half of FY23, The North Face revenue grew 15% Combined with Vectiv, these efforts contributed to a continued upward trajectory from 2022 through 2023 TNF expanded its audience, its cultural relevance, and its internal marketing maturity Following the Vectiv Launch, TNF gave us a much more profound challenge. The brief was simple and cut to the heart of their business: Their core buying customer was at least a decade older than their marketing target and not very diverse. 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. We set out to speak to the next generation to understand why. RESULTS 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 After Vectiv’s success, TNF brought us a far deeper challenge: The core customer was aging out—and their audience no longer reflected their ambition or the diversity of the world they serve. The North Face is a legend in outdoor culture, but the athlete-hero storytelling they pioneered had become less ownable, less relevant, and less representative of the next generation’s relationship to the outdoors. TNF needed a way to speak to this new audience authentically—not performatively. The Insight Through research and direct engagement with Next Gen consumers, we uncovered a new truth about trail culture: There is a trail for everyone. And the next generation experiences trail not as conquest, but as connection—to themselves, their communities, and the outdoors. Their motivations were emotional, not extreme. Wholeness over hardship. Humanity over heroics. This unlocked a seismic shift in how TNF could define “athlete,” “trail,” and “adventure.”

Download the white paper and see how design and engineering can build together from day one. 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. Building Is Designing The gap between design and engineering is where product quality gets negotiated, and often lost. We developed an AI-assisted process for designers to work directly in the codebase alongside engineers, and are sharing our results. Download 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.

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.

Two Things | The North Face | Discover Your Trail | Developing a strategy to get the next generation to [start to] Never Stop Exploring. Client // The North Face: Discover Your Trail Assignment: Research & Insights · Marketing Strategy · Integrated Campaign Architecture · Creative Process · Production Oversight · Roster Building A reframing of who the outdoors is for—and the definition of a trail athlete Following the Vectiv Launch, TNF gave us a much more profound challenge. The brief was simple and cut to the heart of their business: Their core buying customer was at least a decade older than their marketing target and not very diverse. 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. We set out to speak to the next generation to understand why. 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 After Vectiv’s success, TNF brought us a far deeper challenge: The core customer was aging out—and their audience no longer reflected their ambition or the diversity of the world they serve. The North Face is a legend in outdoor culture, but the athlete-hero storytelling they pioneered had become less ownable, less relevant, and less representative of the next generation’s relationship to the outdoors. TNF needed a way to speak to this new audience authentically—not performatively. The Insight Through research and direct engagement with Next Gen consumers, we uncovered a new truth about trail culture: There is a trail for everyone. And the next generation experiences trail not as conquest, but as connection—to themselves, their communities, and the outdoors. Their motivations were emotional, not extreme. Wholeness over hardship. Humanity over heroics. This unlocked a seismic shift in how TNF could define “athlete,” “trail,” and “adventure.” Next Gen's love of trail differed greatly from past motivations. There was very little talk of testing limits or overcoming adversity. Instead, it was more about the trail making them feel whole and human. With the work, we wanted to tell real stories about real athletes. But, in the process, broaden the definition of what it means to be an outdoor athlete. So we focused our narrative lens on trail lovers that advertisers typically ignore: hike clubs, people of color, underrepresented communities, and people with different body types. What We Did We built Discover Your Trail —a brand platform and integrated campaign that reframed who belongs on the trail and expanded the definition of what it means to be an outdoor athlete. Established the marketing strategy and foundational insight Built cross-functional briefs linking campaign, experiential, partnerships, and sponsorships Evolved the creative process to give internal teams permission to challenge norms Directed production and established a diverse new creative roster Focused storytelling on communities advertisers often ignore: hike clubs people of color underrepresented groups broader body types everyday trail lovers Just as importantly, we built the internal scaffolding—systems, workflows, and processes—that made this reframing operational and repeatable. The Result Discover Your Trail became a turning point in how TNF speaks to the world—and who the world sees in TNF. In the first half of FY23, The North Face revenue grew ~15% Combined with Vectiv, these efforts contributed to a continued upward trajectory from 2022 through 2023 TNF expanded its audience, its cultural relevance, and its internal marketing maturity The brand gained a repeatable framework for inclusive storytelling and next-generation engagement

Why it never works to build a marketing strategy and get other departments to buy-in later. You need to include everyone for exceptional work. Include the Critics, Naysayers and Roadblocks in the Process By Paulo Ribeiro Why it never works to build a marketing strategy and get other departments to buy-in later. We often get approached by an executive or department who wants to use our strategic expertise as leverage to convince another department to change how they Go To Market. The conversation will start with a breakdown of the business opportunity which is where things should start. But eventually the real friction will become clear. There is another department or leader who has different priorities or doesn’t see things the same way. Sometimes we’ll hear about it during the onboarding conversations or discovery but by the time we get to stakeholder conversations it will become clear that there isn’t internal alignment. To be clear, a lack of alignment by itself isn’t necessarily a problem. If managed productively it can be a strength in that different leaders have access to different data and priorities which can become the roots of a powerful new strategy. We absolutely NEED those tensions to get to a new strategy. But that is a different post. This post is about the doomed to fail assumption that we can develop the strategy in a silo and it is going to be so damn smart that the rest of the company will get onboard. We’ll unfurl the deck and they’ll follow the Piper because of the sheer genius of the ideas. They’ll see how thorough our collective work is and that will drive alignment and the company can move forward. Cue the end credits. That never works. back to insights → This assumption is almost always well intentioned. It is also almost always wrong. It is wrong because it assumes that what needs to happen is to convince another leader or department. A great brand strategy works across departments which means it needs to be aware of the challenges facing each department. I’m not writing this post to talk about how to make the work a treaty between departments. I’m writing this to dispel the idea that the marketing team, or product team or design leadership alone can figure out a new way forward and then deliver it to the other departments needed to implement it. Great strategy isn’t a compromise. Great strategy is aware of each of the stakeholders needs and finds a solution that will benefit the whole company because it solves problems in the order that they need to be solved. Often that means that one department’s priorities will need to wait in order for a more acute problem to be solved. That is how great teams function and you don’t get this kind of buy-in without including everyone with a stake in the decision. A few rules we operate by: A representative from each department that is critical to bringing a solution to life needs to be involved at each milestone. Disagreements need to be surfaced with all the relevant context. Lean into the uncomfortable because you might learn something. Don’t avoid it. We don’t move forward until there is commitment cross-functionally. BTW, disagreement is fine. But when a decision is made to proceed there needs to be universal commitment. Change in how a company Goes to Market requires cross-functional buy-in. Not after the ideas have been developed, but early.

Two Things | Visit Sun Valley | Stay Sunny | Evolving an organization from brand awareness to lifecycle marketing. Discover how we shaped tourism and engagement. We started with a simple call-to-action (STAY SUNNY) that reflected the optimistic spirit of the Valley. But we also needed a voice that, like the locals, felt honest and to the point. Conceptually, we thought of it as a secret society that anyone could be a part of (assuming they were kind and respectful). The Challenge Sun Valley, Idaho is one of the most breathtaking places in the world—but for decades, it flew under the radar. Then the pandemic hit. The Insight Sun Valley didn’t just need more visitors; it needed the right visitors—those who would respect the community, stay longer, return often, and contribute meaningfully to the local economy. This required a shift from traditional tourism marketing to lifecycle marketing: engaging audiences before, during, and after their visit, aligning resident and visitor needs, and creating a brand voice that could flex between demand generation and destination management. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as own-able or relevant as it once was. Almost overnight, the quiet mountain town became a magnet for travelers, second-home seekers, and remote workers. Tourism surged far faster than infrastructure, local businesses, or municipal systems could keep pace. The Destination Marketing Organization (DMO) faced a fundamental identity crisis. Their long-standing mission of awareness and demand generation was suddenly at odds with the community’s reality. They needed a new mandate—one focused on balance, sustainability, visitor education, and long-term value, not simply volume. Client // Visit Sun Valley Assignment: Brand Strategy · Board Advisory · Go-To-Market Definition · Campaign Production & Staffing · Measurement Strategy & Metrics Evolving a destination brand to meet the demands of a new era Each creative piece was informed by what we call a pain point, i.e., specific time or place where tourists were being insufferable. We wrote lines (or messages) encouraging them to stop. But took care not to castigate them. That just felt mean. Humor, we learned, was the most effective way of connecting with others (whether they're locals or not). Around town our voice shifted depending on where you were and what offense (if any) was being committed. So, for example, as people entered town, we welcomed them with a wave and a smile. Alternatively, when people were being jerks on the bike trail, we gave them the business. To date, virtually every piece of communication has been delivered through non-traditional media, i.e., chalked sidewalks, construction site plywood, murals, bumper stickers, viewfinders. The medium truly has been the message. The money saved from not doing a traditional media buy has freed us up to do more local collabs and to execute all production locally. Every execution supports the local community in some way. The Result While the work was less about immediate performance metrics and more about long-term sustainability, the results were transformative: Sun Valley’s DMO evolved from a traditional tourism bureau into a 360° destination management and marketing organization Stakeholders across municipalities, businesses, and the state aligned under a shared mission and shared language The new measurement model gave leaders unprecedented clarity into value, cost, and impact The organization gained the systems, partners, and strategic guidance necessary to adapt in real time to fluctuating tourism patterns What We Did Two Things partnered with the DMO’s Board of Directors, Executive Team, and regional stakeholders to redefine the purpose, structure, and strategy of the organization. 1. Reframed the Mission & Go-To-Market Strategy Shifted the DMO from demand-only marketing to a holistic lifecycle model Engaged five municipalities, the State of Idaho, Sun Valley Resort, and local businesses to align on a unified strategy Built a flexible go-to-market approach capable of toggling between destination management and demand generation based on seasonal and economic needs 2. Created a New Brand Platform We developed Stay Sunny —a brand voice, mobile applications and activation strategy that worked in two directions: Locally: addressing pain points, educating visitors, and supporting community needs Externally: driving awareness and demand when appropriate 3. Designed the Operating System Behind the Brand Built a new roster of creative and production partners to execute ongoing campaigns Developed a CAC/LTV model to quantify the full value of visitors, improve budgeting, and increase transparency with stakeholders Established measurement systems and reporting frameworks to continually optimize marketing investment 4. Provided Ongoing Strategic Advisory As Sun Valley navigated rapid and ongoing change, we advised the Board and leadership to continually refine tactics, rebalance priorities, and evolve the campaign as real-world conditions shifted

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. The Result No Wasted Days launched in October 2023 and reintroduced Arc’teryx to the world with a message that was both expansive and deeply authentic. Global revenue was $941.2M as of September 2023 when the campaign launched The campaign helped propel Arc’teryx past $1B for the first time Growth continued, pushing the brand to $1.2B+ by end of 2024 The strategic and operational foundation we built continues to power global marketing at scale 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.