Solutions / Enterprise
Your constraints are real.
We would rather hear them first.
Procurement requirements, security review, data residency, existing systems of record, multiple brands with different governance. None of that is an obstacle to talk about later — it determines whether this works at all, so it belongs in the first conversation.
What enterprise programmes actually need
Isolation that is tested rather than promised. Multiple brands, business units and regions under one relationship, with no path from one scope to another. We treat cross-tenant access as something to test deliberately, because the failure mode is severe and it is not the kind of thing that shows up in normal use.
Integration rather than replacement. You already have a CRM, a DAM, a finance system and probably a commerce platform. A merch programme that requires abandoning any of them will not survive contact with your organisation. We integrate and we adapt rather than asking you to migrate.
Portability written into the arrangement. Procurement will ask what happens at the end, and the answer needs to be structured export of products, designs, assets, suppliers, orders, economics, approvals and audit evidence — not a data dump and good luck.
Documentation that survives review. Insurance, compliance evidence, security posture, data processing terms, retention and deletion. We would rather tell you plainly what we hold and what we do not than let a security questionnaire discover it in month three.
The offer
What we run.
Multi-brand programmes
Several brands or business units under one relationship, each in its own scope with its own governance.
Procurement-ready documentation
Insurance, compliance evidence, data processing terms and the security posture, provided rather than requested.
System integration
Working with your CRM, DAM, finance and commerce systems rather than replacing them.
Wholesale and B2B channels
Programmes that supply retail or internal channels, not only direct-to-consumer.
Structured export
Everything out in a documented format on request. Portability as a contractual position, not a favour.
Delegated approval authority
Approval scope, threshold and term per role, with expiry — so governance matches your actual org chart.
Audit evidence
Actor, object, version, policy, approval and result on material decisions, searchable and exportable.
Regional sourcing
Sourcing region as an explicit decision, with landed cost and lead time visible for each option.
Employee and internal programmes
Culture kits and internal product, which is a harder brief than external merch and a better signal when it works.
Non-functional commitments
What we will put in writing.
Stated at the level we can currently evidence. Where something is a target rather than a demonstrated record, it says so.
Data isolation
Strict separation by organisation, brand, project, supplier and environment, with cross-tenant isolation covered by automated tests rather than by policy alone.
Least privilege and short-lived credentials
Scoped service identities, multi-factor authentication for staff and partners, and no long-lived keys held on developer machines.
Reliability posture
Idempotent operations, retries, dead-letter handling, reconciliation, read-only mode and scoped kill switches. Availability target for the public property is 99.5% monthly, excluding announced maintenance.
Privacy by purpose
Purpose-bound processing, minimum necessary payloads, documented retention, and access and deletion workflows with legal hold preserved.
AI governance
A provider-neutral gateway, no training on your data or your creators' data without explicit written permission, and evaluation before any model change is promoted.
Supplier data requirements
Milestone reporting, QA evidence and exception notification reaching our records rather than an inbox, with suppliers scoped to the current authorised specification only.
Questions enterprise teams ask
Can you complete our security questionnaire?
Yes, and we would rather do it early than late. Where an answer is a target rather than a demonstrated record we will say so explicitly instead of choosing the flattering interpretation. A questionnaire answered optimistically creates a much worse conversation in month six.
What certifications do you hold?
We are going to be precise rather than impressive here: ask us and we will tell you exactly what we currently hold and what is in progress. Overstating a certification position is not a mistake we are willing to make, and if a certification is a hard procurement requirement it is better for both of us to establish that in week one.
Where is data stored and processed?
Something we will answer specifically for your programme, because data residency requirements vary by organisation and jurisdiction and a general answer is not useful. Bring the requirement and we will tell you whether we can meet it.
Can you work with our existing suppliers and systems?
Usually, and often it is the right answer. Existing factory relationships that work are worth keeping, and existing systems of record are worth integrating with rather than duplicating. What we hold constant regardless is the QA standard and the data requirements.
What does exit look like?
Structured export of products, designs, assets, suppliers, orders, economics, approvals, dKR records and audit evidence, in a documented format. Supplier relationships are non-exclusive and product records are factory-neutral specifically so that leaving is possible. We would rather that be true than have to argue that it is.
Can we start small?
We would strongly prefer it. One brand, one category, one controlled programme, and let the operation prove itself before it carries a multi-brand calendar. Everything above scales; nothing above is worth taking on trust.
Send us the requirements, not just the brief.
Procurement, security and data requirements in the first conversation. If we cannot meet one, that is much better established now.