The situation
BEINGHUNTED began as one of the earliest and most respected independent editorial voices in global sneaker and fashion culture. By 2017, the broader cultural context it had helped to define had been absorbed into the mainstream, and the studio faced the question every credible independent operation eventually faces: how do you grow without becoming the thing you were built to critique?
The real problem
The studio’s value to clients was inseparable from its independence and its editorial authority. The moment BEINGHUNTED’s work looked like conventional brand service, that authority — and therefore its value — would dissolve. Growth required expanding the scope and scale of what the studio did while protecting the thing that made the work worth buying.
The work
Led the studio alongside the founder as Executive Director — responsible for overall creative direction, client strategy, team leadership, and the ongoing development of the studio’s own cultural position.
Built long-term client relationships with international brands across sport, performance, fashion, and outdoor — not as a production resource but as a strategic and creative partner at the level of brand positioning. Directed multidisciplinary teams across strategy, editorial, design, and production. Managed international project structures across Europe and Asia.
Selected clients across this period: Gore-Tex, Arc’teryx Veilance, Patagonia, Li-Ning, Reebok, On, StockX, adidas Y-3, adidas by Raf Simons, Falke.
The outcome
A studio that operated for five years at the intersection of genuine cultural authority and commercial viability — building a body of work that holds its credibility precisely because it never traded it for scale.