Lo & Sons
Built for people who refuse to be one thing.
For eight years, Lo & Sons didn’t need a brand. It needed inventory. Sales climbed every year on product alone — smart, functional bags with a loyal following — so brand-building kept getting pushed to “later.” Then the market caught up. More than 80 new, often venture-backed competitors had entered the space, and “later” arrived as declining sales. The company’s short-term fix was discounting, which worked right up until the only time customers would buy was during a sale.
What We Did
The challenge
We repositioned Lo & Sons away from being a travel bag company and toward something bigger: a mobility brand, for people who move through many different versions of their life in a single day. We called this audience Multidimensional Movers—over 60% of millennials don’t identify with one fixed label, and neither should the brand talking to them. The product story followed naturally: the pockets, configurations, and straps that made Lo & Sons bags so functional weren’t just features, they were what let one bag carry the DJ, the dad, and the CEO, all in the same person, on the same day.
We then went in-house to build it. A bespoke team, led by Rob Trostle (project lead, creative director, motion, editor, strategist) alongside Bec Macdonald (creative director) and specialist media partners Sesame Projects, Rybazoid, and Kelvin Saik, produced over 5,000 assets across three countries in four months, rolling the new direction out gradually so loyal, long-time customers never felt like the brand they loved had disappeared overnight.
From there, the in-house creative function ran everything: five new product launches, one relaunch, one capsule collection, eight seasonal launches, an Amazon marketplace launch, and a resale platform launch—all built on a full brand strategy (vision, cultural challenge, target audience, values, archetype, personality, competitive frame) and a complete brand book and guidelines.
Our Approach
The hardest part wasn’t a design problem — it was convincing a leadership team that had only ever known growth that the growth had already stopped, years before anyone wanted to admit it.
Impact
Every product launch sold out. The Amazon launch alone added $1M in additional yearly revenue.
