Since its launch as a challenger mobile operator, Three had flouted marketing conventions to pursue growth. After 18 years, however, Three was in a crowded, commoditised market, its customer numbers and revenues were declining, and its brand image lacked distinctiveness. A new strategy shifted focus from chasing younger consumers to ‘grown-up marketing’ – without losing what helped the brand stand out: an understanding of how people really connected through its network. This case includes evidence that as a result of communications Three reached record consideration levels and created an incremental revenue uplift of £189m.