projects
zimmerli
precision market entry
Luxury brands often think entering a new market is about visibility. Get the product into as many stores as possible, buy some ad space and hope the name carries weight. But Zimmerli, Switzerland’s most luxurious underwear label, needed a different approach when it came to the UK...
Björn Borg
From Flatlining to £4.5m turnover
By the mid 2000s, Björn Borg was coasting on heritage. A legendary name in sportswear, but in the UK and Ireland, the distribution business was running out of gas. Sales were flat, operations messy and the market had moved on..
zimmerli
storytelling luxury in a fast market
Zimmerli wasn’t like other brands we worked with. Its product wasn’t chasing trends. It wasn’t fighting for attention in the fast fashion churn. It was slow, precise and meticulous. The challenge in the UK was to translate that into a story that resonated in a fast moving, competitive market..
Björn Borg
reconnecting with customers through in store activations
Numbers mattered, but culture mattered more. If Björn Borg was going to mean anything in the UK, it needed to reconnect with people emotionally, not just financially. That meant putting Björn Borg himself back in the story..
Björn Borg
bringing the legend back in store
By the mid-2000s, Björn Borg’s UK presence had lost its spark. The product was good, the heritage unmatched, but on the shop floor it was flat. Consumers walked past the racks without a second glance. The brand needed more than a new sales strategy..
echamp
from concept to culture
Electric bikes aren’t new. But making them desirable? That’s a different game. Most electric bikes on the market were either over engineered tech projects or clunky commuter hacks. None of them spoke to culture, to the riders who care about design, performance and identity as much as the ride itself..
zimmerli
the two year exit play
In the world of luxury, Zimmerli is whispered about as the finest underwear brand on the planet. Handcrafted in Switzerland, the product was unmatched in quality, but in the UK, it had no foothold. No distribution. No story. No presence...
sand
from ground zero to +£8M
The first move was retail. Not just where SAND could sell, but where it could build reputation. Factory outlets to drive volume, flagship retail spaces to build brand recognition. Alongside this, we set up full operational frameworks: logistics, staffing and sales structures designed to scale quickly..
sand
scaling to £45M and Cultural reset
After the UK success, the mandate expanded. The Champ Lab was asked to lead SAND Scandinavian operation, stepping into the CEO role, responsible for a business with 180 staff and serious potential..