Making the name name mean something on a national stage.

Branding & Design

Creative Direction
Styling & Casting Direction
Social Creative Development

Strategy & Process

Audience Segmentation
Creative Strategy
Messaging Framework
Creative Performance Analysis

Content & Comms

Audience Content Planning
Production Briefs
Product Storytelling
Campaign Amplification

The right product could bring people to a retailer. The challenge was giving them a reason to come back.

Much of the market revolved around access to the next sought-after release. Stock the right Yeezy or Dunk collaboration and demand came with it. But that left retailers dependent on products and allocations they couldn’t control.

For HIP, the opportunity was to build a stronger reason to visit between those releases: confidence that whatever we introduced next would be worth discovering.

If it had HIP’s name on it, that should say something.

I translated the research into a creative framework that connected different reasons for buying with a consistent expression of the brand.

It guided product selection, styling, casting and messaging throughout the customer journey. In channels serving existing customers, we retained familiarity while refreshing the creative. On social, we developed a more contemporary, urban ready-to-wear expression.

I translated the research into a creative framework that connected different reasons for buying with a consistent expression of the brand.

It guided product selection, styling, casting and messaging throughout the customer journey. In channels serving existing customers, we retained familiarity while refreshing the creative. On social, we developed a more contemporary, urban ready-to-wear expression.

Knitwear, polos and dresses needed compelling reasons to be chosen in their own right. The strategy extended Barbour’s emphasis on craftsmanship, materials and style across the wider range, giving these products a stronger place in the brand story. That value needed to remain visible from the first encounter with the brand through to purchase.

Creative evolved according to the audience and channel. In established customer environments, familiar brand cues remained, with refined messaging and more contemporary styling. On social, the direction placed greater emphasis on fashion relevance, product choice and formats suited to how younger audiences discover clothing. This provided a way to modernise the brand’s expression while retaining continuity.

Barbour’s social activity had relied heavily on adapting campaign imagery produced for wholesale partners. The work established a more deliberate approach to social, with audience needs informing briefs, casting, styling, format and creative execution from the outset. It connected the wider brand ambition with practical decisions about what the team should produce.

214% increase in ROI

214% increase in ROI

3× new customers originating from social

3× new customers originating from social

3× new customers originating from social

My involvement also covered ongoing creative briefing and performance reviews, brand-lift evaluation, and paid-social amplification of Barbour’s Christmas campaigns, including Wallace & Gromit and Shaun the Sheep. This supported the broader work to connect brand communication, product storytelling and commercial performance.