Licensing Strategy
Partner identification to signed agreement — and every royalty conversation in between.
IP owners and fashion brands — we sit on both sides of the table. That's the difference.
Discuss your licensing initiativeMost licensing failures aren't deal failures — they're partner failures. Wrong category fit. Misaligned distribution. Licensees who can't execute at the volume the royalty structure assumes.
We screen for operational capacity and channel alignment first, deal terms second. That means fewer signed agreements that go nowhere, and more that actually build revenue.
A 12% royalty on a weak minimum guarantee is worse than an 8% royalty on a guaranteed that forces real execution. We've structured deals across both sides of this equation — as the licensor building a platform, and as the operator responsible for delivering on it.
We model deal economics before anyone sits down, so you enter every negotiation knowing what a good deal actually looks like for your business — not just for the term sheet.
Most licensing revenue is lost not at the deal table but in year two and three — when approvals slow, minimums slip, and neither party is actively managing the relationship. We've lived on both sides of this: as the licensor wondering why royalty checks don't match projections, and as the operator trying to get approvals on time to ship a season.
We keep agreements operationally alive — approval cycles moving, royalty reporting clean, and relationships structured for renewal rather than renegotiation from scratch.
Track record
Licensing is easy to advise on. It's harder to have actually done it — at scale, across multiple brands, from zero revenue to nine figures.
Who we work with
Whether you own the IP or want to license it, the mechanics are different and the risks are different. We've operated on both sides.
Tell us where you are — IP owner, licensee, or somewhere in between.
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