A multi-brand DTC consumer group

Portfolio of sibling consumer brands · shared ownership

One customer, many brands

A connected customer-data platform across a multi-brand DTC portfolio: turning siloed storefronts into one audience, and each brand's buyers into the next brand's warmest prospects.

What it produced

The receipts.

+$1M

Cross-sell revenue

Cross-brand remarketing on shared identity turned the portfolio into its own highest-intent audience, driving more than $1M of incremental cross-sell revenue across the group.

+44%

Conversion rate

Selling a buyer of one brand the most relevant product from a sibling brand lifted conversion 44% versus cold prospecting.

1 CDP

Unified customer view

One identity layer and one customer record across every brand in the portfolio, replacing a stack of disconnected, brand-by-brand views.

The challenge

Where it started.

01.

The structure.

A consumer group ran a portfolio of sibling DTC brands. Each had its own storefront, its own ad account, and its own private idea of what a 'new customer' was. Acquisition was judged brand by brand, in silos, as if the brands had nothing to do with one another.

02.

The blind spot.

Nobody could answer the question that actually mattered: who is net-new to the business, versus net-new to one brand but already a customer of another? Spend was getting credit for 'acquiring' people the group already owned. The portfolio was paying full price to re-buy its own customers.

03.

The opportunity hiding in it.

If the brands shared customers, they also shared demand. A buyer of one brand was a warm, high-intent prospect for the others. But with the data siloed across separate platforms, that demand was invisible. Entirely unworked.

How we engaged

What we did.

Quick winsIntegrationCompounding

01.Days 1–30

Quick wins.

We started brand by brand, getting each storefront's first-party tracking honest and consistent. Unglamorous data hygiene, but it's the precondition for everything that follows: you can't connect records across brands until each brand's record is clean.

02.Days 30–90

Integration.

We integrated a customer-data platform across the whole portfolio: one identity layer, one customer record spanning every brand. With that in place, we could finally measure lifetime value by acquisition source, and the pattern was unmistakable: customers acquired through some brands were worth materially more across the group than customers acquired through others.

03.Day 90+

Compounding.

The biggest unlock was cross-brand remarketing. With shared identity, we could retarget a buyer of one brand with the most relevant product from a sibling brand. The portfolio became its own highest-converting audience. Acquisition budget shifted toward the brands whose customers were worth the most across the whole business, not just the most within their own silo.

Capabilities exercised