Confidential Global Sports Brand
ANTI-DO-TO: Activating Social Change Through Design Practice
In Brief
Build a Gen Z brand from scratch.
Led experience and product design end-to-end.
Co-creation across 6 cities, research to launch.
Designed identity, IA, and digital platform.
Outcomes and Impact
Business model: 50% net profits to social causes.
Launched with drops, pop-ups, ambassador programme.
6 cities across the co-creation community: Tokyo, Milan, London, New York, Seoul, Paris.
Situation
A global sports brand was invisible to Gen Z.
A global sports brand was losing relevance with younger audiences. Its existing identity felt distant to a generation that rejects performative positioning and demands demonstrable action. The brief was to build a stand-alone brand from scratch, one that Gen Z would not just wear but actively shape and sustain.
Approach
We built the brand with Gen Z, not for them.
I led the experience and product design from the first co-creation sessions through to launch. We built a global community of young people across six cities, running diary tasks, interviews, and design sprints to surface what this generation actually wanted from a brand.
The name ANTI-DO-TO emerged from that process, and the hyphen became the foundation of the entire visual system: a mark that signals what needs to change and points toward action.
ANTI: takes a stand.
DO: drives action.
TO: looks to the future.
System
The business model became the navigation.
The business model became the navigation. Every product sold directed 50% of net profits to social projects and causes, including initiatives like the Gaza Skatepark, with funding tracked and published on the platform so the community could see exactly where their money went.
That commitment was not a marketing layer added after the fact. It was the structural logic of the brand, embedded into the product, the digital experience, and the service design from the start. I designed the information architecture and website navigation to mirror the model directly: Products, Profits, Projects, Impact, in that sequence.
Fashion drops, co-branded collections, pop-up events, and an ambassador programme were designed so participation became the customer experience. Brand experience, customer experience, and service delivery were designed as one thing.
From the diagram of the business model
To the website navigation bar
Outcomes
Activism made visible and accountable.
Experience Systems held brand promise, customer participation, and service delivery together so the brand's activism was something people could see, track, and trust.
The 50% profit model, built into the product and platform from day one, established a standard of accountability rarely seen in purpose-led brand work at this scale. A co-creation community spanning six cities shaped the brand before launch and continued to drive it after.
Client: Confidential Global Sport Brand
Sectors: Retail, Social Impact, Purpose Ventures
Role: Director of Experience & Product Design (Interbrand Global)
Scope: Create - Product, Experience (BX, CX)
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