We build consumer brands that deserve to last, and we run them ourselves. If you build things properly, we'd like to meet you.
We build consumer brands and run them properly — product, brand, marketplace and paid, under one roof.
How it works →Small team. Real ownership. Founder-owned, so decisions happen the day they're made rather than the quarter they're approved.
Our principles →You'd own a brand's number, not a slice of someone else's. If you want scope more than you want a title, this is unusual.
See how we hire →We build consumer brands and operate them across our own stores, the marketplaces and paid social. Product, positioning, creative and growth sit together rather than being handed between a brand team and a media team who never speak.
What we don't do is accumulate. A portfolio is not a scoreboard. Every brand we hold is one we'd defend on its own terms — its product, its margins, and the reason a customer would pick it twice.
Most companies' values could be swapped with a competitor's and nobody would notice. These are written so that someone could genuinely disagree with them.
A margin is not a reason. If we can't explain why someone would choose the product without a discount, we don't make it — however good the spreadsheet looks.
Not a committee, not a pod, not a matrix. Somebody's name is on each brand's P&L and that person has the authority to act on it. Ownership without authority is just blame.
Speed matters and we move quickly. But nothing goes out with our name on it that we'd wince at in a year. The work is the argument.
Breadth is not a strategy. We would rather be genuinely expert in a few places than competent in twenty.
Founder-owned, with no outside capital and no board to manage to. There is no exit date shaping what we do this quarter, which is why we can afford to think in years.
We'd rather earn a higher price than win a lower one. Discounting is a tactic, not a position, and a brand that only sells on promotion isn't a brand yet.
The people who do well here have usually owned a real number — a budget, a P&L, a channel — and have opinions about it they can defend. They have taste, and can tell you why something is good rather than just that they like it. They finish things.
They also tend to want scope more than they want a title, which is fortunate, because we have far more of the first than the second.
Good operators are rare enough that we'd rather meet you before we have a seat than miss you because we didn't.