The Tommee Tippee engagement is one we’re particularly proud of because it’s a proper end-to-end transformation, not a one-off project. When we first looked at their DAM, it was the kind of mess that accumulates naturally over years - nobody made a conscious decision to let it get disorganised, it just happened because nobody had the time or mandate to fix it. That’s common. Most brands we work with have the same problem; they just don’t always realise how much it’s costing them.
The computer vision piece is where it gets interesting. Manually tagging and categorising assets is one of those tasks that every team knows is important but nobody wants to do. Automating that classification - even partially - changes the economics of asset management. It turns the DAM from a cost centre into something that genuinely accelerates production.
The retained nature of the engagement reflects something we think is important: this kind of work doesn’t stop. Markets evolve, products launch, brand guidelines shift. Having someone who understands the system and the strategy - not just the tools - means Tommee Tippee can move quickly without losing consistency.
