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Heidi: Flight Feather
The challenge:
Heidi provide flexible and easy to book ski holidays in Europe and have rapidly grown becoming one of the Sunday Times Hundred fastest growing companies in the UK in 2024. All of their success to date had been built on their amazing product and maximising performance channels, but they were beginning to see diminishing returns in those channels. To maintain their rapid pace of growth, they needed to increase awareness of their brand among regular skiers and go above the line with brand advertising for the first time.
The solution:
Brand advertising was a significant investment for Heidi. They are competing for mental availability against both established ski package businesses and major travel brands like TUI and Airbnb. Regular skiers make up a small percentage of the population, so we took a precision targeting approach. We needed to utilise formats that would allow for the high impact, storytelling creatives to cut through.
We profiled the target audience and used Experian, Mastercard, and Amazon audiences to minimise wastage outside of regular skiers. Running across ITVX, Sky AdSmart, and Prime, this campaign tapped into the emotional power of big screen AV in premium environments. This was backed up with page dominant print ads within travel
sections of the highest indexing, national print titles. We measured the impact of the campaign via a custom brand
tracker of regular ski holidaymakers, as well as a custom dashboard of brand metrics including share of search, brand sessions, and engagement.
The result:
The brand campaign had a huge impact on awareness and consideration of Heidi, with statistically significant increases in awareness and consideration shown in a brand survey of ski holidaymakers.
Awareness increased 13% points (38% increase) Consideration increased 11% points (44% increase) Heidi’s brand research results out-performed the rest of the market considerably, with the second highest scoring brand only reaching an awareness increase of 6% points (21% increase). This campaign also contributed to strong commercial success for Heidi, with sales revenue during the campaign period increasing more than 50%.
Scottish Friendly: Join the Dots
The challenge:
Scottish Friendly is a Scottish mutual offering ISAs and life assurance. They had ambitious growth targets for their award-winning ISA products in a competitive market. Although they are a UK-wide brand, they were historically stronger across Scotland and the North West, so this brief was all about combining brand awareness and activation channels to maximise the potential in those 2 regions.
The thinking:
The Join the Dots approach always starts with a client’s data. We profiled Scottish Friendly’s first party data to understand who they were demographically, which media channels they consumed and what things motivated them to save. This helped us segment the audience by their emotional needs when it came to savings which in turn informed media placements. We then used behavioural analytics to create a door drop model identifying postcode sectors where people lived who had the greatest propensity to respond - people who were going to choose Scottish Friendly specifically over and above another financial brand.
The execution:
The campaign comprised broad coverage of the core audience delivered by radio, underpinned with OOH in the key postcode sectors from the behavioural door drop model. Prospective consumers in the postcode sectors were then driven down through the conversion funnel with cost-efficient door drop packs and paid media to harvest demand. We set up tracking to help us measure the YoY % uplift in sales in areas with multi-channel advertising compared to areas without.
The impact:
The YoY uplift in sales in areas with multichannel activity was 180% higher than in areas without. As a result, Scottish Friendly exceeded their sales targets across the year, despite challenging market conditions. The multichannel campaign was then rolled out across new sales territories.
Siniat: Factor3
The challenge:
Siniat is not the largest player in the UK drywall construction industry; that title has been dominated by another
brand for generations. Siniat identified there was a perception across the industry of complacency from the
competition and looked to capitalise on this opportunity by boosting its brand presence and highlighting its
credentials as a credible challenger to the market leader – with the purpose of ‘taking the crown’.
The idea:
An effective brand campaign needs to create emotional appeal above and beyond a rational product story – where
differentiation is much harder to achieve. Going product-to-product with the market leader was never going to
gather any lasting traction across the audiences identified. Instead, we looked to establish a bold challenger-brand
campaign distinct in the market, featuring and celebrating the varied audience groups who already choose and
prefer Siniat's added-value offer.
Our job was to disrupt, to show the audience in a different light, and to make some noise in the construction
industry. We generated in-depth audience personas, crafting a messaging hierarchy tailored to each audience. The
Purple Reign story was created to directly challenge entrenched buying behaviours, boldly positioning Siniat as the
emerging and highly credible alternative to the market leader.
The outcome:
A confident and striking external campaign was underpinned by an internal campaign: informing and motivating
Siniat’s passionate workforce, getting them behind this bold approach of recognising and celebrating customers at
each stage of the influence and purchasing process.
The launch campaign saw impressions increase by 339.4%, with comments rising by 197.5%; x59 ROI; 12.4 million reach; A 7.3% increase in project value and was named the Best Internal Comms Campaign at the 2025 CMA Awards.
Thatchers: Bray Leino
The challenge:
How do you turn a much-loved regional cider maker into the UK's number one off-trade cider brand? When Bray Leino began working with Thatchers over 15 years ago, the Somerset family business was producing exceptional cider but remained a relatively small regional brand. The challenge wasn't simply to advertise the product, but to build a brand capable of growing sustainably for generations while staying true to its family values and heritage.
The idea:
Rather than chasing short-term campaigns, we helped create a long-term creative platform inspired by the thing that makes Thatchers unique: farming. Together we developed the philosophy of 'Branding as Farming', treating the brand as carefully as the orchards themselves. Instead of continually reinventing the brand, we nurtured and strengthened its most distinctive assets over time, allowing creativity to compound year after year.
The execution:
Across multiple campaigns we cultivated an enduring world around Thatchers, featuring Myrtle Farm, the Thatcher family, tasting time, the iconic barn doors and, more recently, the award-winning Aardman-created 'Pint-Sized Perfection' campaign. The platform has evolved across TV, digital, sponsorship, experiential activity and product launches, with every execution reinforcing the same distinctive brand story while helping support innovation, premium positioning and commercial growth.
The results:
The long-term approach has transformed the business. Since the partnership began, Thatchers has grown from selling around 15 million litres of cider each year to more than 100 million litres, with revenues increasing from £17 million to more than £200 million.
Today, Thatchers is the UK's number one off-trade cider brand. It's a powerful example of how patient, consistent creativity, like good farming, delivers its richest harvest over time.
Transport for Wales: Golley Slater
The challenge:
Transport for Wales' (TfW) vision is to be ‘Wales’ favourite way to travel’ and their purpose is to help people to travel in ways that are good for the planet, good for the pocket, and good for real life. TfW briefed Golley Slater to build this brand positioning into a distinctive, emotionally resonant creative platform, that breaks category conventions, to stretch across travel modes, messages and campaigns, for the long-term. The creative platform needed to create brand fame, build cultural relevance and be capable of inspiring behavioural change. Our objectives were to 1) Change public perceptions by highlighting the benefits of public transport and focusing on customer experience. 2) Increase brand preference to increase consideration 3) Encourage adoption and regular usage to build customer numbers. 4) Make a cultural shift to position public transport as the natural and preferred choice.
The thinking:
Our single-minded approach was to demonstrate how TfW is deeply embedded in everyday life and identity in Wales (and the borders). From big towns and cities to small remote villages. Showing up when it matters and doing everything we can, to get people to the places that matter most. From the everyday, the epic and the emotional, TfW is always there – ‘Woven through Wales’.
The activation:
Golley Slater brought ‘Woven through Wales’ to life through a signature visual world, where knitted hills, patchwork valleys and woven landscapes sit alongside crisp, photo-real trains, creating a handcrafted yet contemporary take on Welsh life, designed to flex across all channels. A series of knitted characters make everyday journeys through the woven world (built with models, VFX and A.I.), their authentic stories supported by a distinctly Welsh backdrop (and a male voice choir). Paid media included TV, VOD, OOH, cinema, radio, social, a large mural in Cardiff, and sponsorship idents.
The impact:
‘Woven through Wales’ helped deliver measurable impact on brand and sales performance and was positively received by TfW customers, staff and stakeholders:
- System 1 creative testing achieved a score of 4.6/5
- Brand tracking audiences rated the campaign highly (4–5) for memorability, standout, and its ability to position TfW as a modern, forward-looking brand.
- 31.7 million train journeys, up nearly a fifth year-on-year.
- Rail revenues up 17.8% to £174.8 million.
Last updated 13 July 2026