A curated selection of campaigns, brand programmes, and strategic engagements we are legally and emotionally prepared to discuss. Results have been contextualised for maximum coherence.
Hollowfield™ arrived with a commodity product, a modest budget, and the sincere belief that a potato could mean something more. We delivered a brand platform, tone of voice, packaging direction, and integrated launch campaign that generated more earned media coverage than the client had anticipated, for reasons that evolved throughout the campaign and are now largely considered assets.
The work introduced the concept of "engineered lightness" to the potato category, a space that had not previously considered lightness a relevant positioning. This was either visionary or a risk, and the coverage suggested both simultaneously.
A 14-month programme, now in its 22nd month, covering paid search, paid social, and an email nurture sequence so extensive it was eventually serialised with chapter titles. Perpetua came to us needing to grow pipeline without alerting their board to how much pipeline they did not currently have.
A complete brand overhaul for Dunstable Futures, a wealth management firm whose existing positioning could be summarised as "present, broadly." We delivered a new brand strategy, visual identity, messaging architecture, and website in eleven weeks. The client was subsequently acquired at a valuation that we are counting as a direct outcome of the brand work, and they have not yet objected to this claim.
Brinsworth & Mule had been in operation since 1931 and had not updated their tone of voice since approximately 1934. We were asked to make them sound "more human" without "sounding like a startup," a brief we interpreted liberally. The resulting content strategy introduced warmth, accessibility, and a LinkedIn presence their partners still monitor with professional anxiety.
Consumer lifestyle brand. North-East England. Ambitious positioning. Existing audience that needed to be retained whilst a new audience was acquired that was not entirely compatible with the first.
We call this challenge Audience Bifurcation, and we have a framework for it. The framework is named BRIDGE™, which stands for something we finalised after the project concluded.
Full case studyThe Challenge
The Gregor Collective had grown organically over eight years into a brand with genuine regional affinity and zero national recognition. They wanted both. We were asked to expand their reach without alienating their existing community, a brief that contained a structural tension we identified on day one and raised formally on day twelve, once we had framed it correctly.
The Approach
We deployed a phased brand expansion strategy: first stabilising the existing brand equity amongst core customers through a community programme and refreshed CRM architecture, then building national awareness through a targeted media and content campaign designed to feel locally authentic to people who had never been to the North-East. Both audiences responded. The existing audience noticed something was happening. The new audience did not, which was the desired outcome.
They understood our business almost immediately and our brand probably two weeks after that. Which, for an agency, is genuinely impressive.Marketing Director, The Gregor Collective
Understanding a client's business is the foundation of everything we do at Vaguely Strategic™. Before we produce a single strategy, framework, or deck, we invest significant time in comprehension. Some of this time is billable and some of it is what we call Active Absorption, which is the same thing described differently.
The Gregor Collective engagement is one of our most complete examples of the BRIDGE™ methodology in practice: a structured approach to navigating dual-audience tension that we have since applied to three further clients, with consistently nuanced results.
About our approachNovex had a retention problem that had not yet fully manifested but that our Foglite™ platform identified through leading indicators including declining login frequency, a rise in support tickets categorised as "philosophical," and three consecutive months of net promoter scores that were technically positive but trending in a direction that required a word stronger than "neutral."
Pelham Institute delivered accredited professional development courses to mid-career professionals. They wanted to become a "learning ecosystem." We told them this was a reasonable aspiration, estimated it would take approximately three years, and then helped them say it convincingly in two months whilst the three-year work was underway. Both timelines are now referred to as "the strategy."
Croft Wellness launched into a saturated wellness market with a product that was, by any measurable standard, very similar to eleven existing products. We built a content strategy rooted not in product differentiation but in founder narrative, community building, and a tone of voice that made being slightly anxious sound like a thoughtful lifestyle orientation. The audience responded. Several journalists described the campaign as "eerily relatable."
We spend the first phase of every project asking questions that appear obvious but reveal structural tensions your team has been navigating around for so long they have stopped noticing. This process is called Discovery and it is on every proposal.
Our Foglite™ platform monitors your brand environment continuously, surfacing signals that inform strategy before they become problems. Some signals are genuine. Others are statistical noise we interpret with appropriate confidence.
We do not hand strategy over to a separate team and wish you well. The same senior people who write the strategy are involved in the execution, at least through the first three months and often beyond, depending on contractual arrangements.
We report on what worked, what did not, and what we are calling "in progress" as a neutral designation that does not imply failure. Our monthly reports are comprehensive, clearly formatted, and include a section we call Context that does the heavy lifting.
Meridian had acquired three businesses over six years and was operating with four distinct brands, four separate websites, four conflicting tone-of-voice documents, and a group identity that could charitably be described as "federated." We delivered a brand architecture, master brand strategy, and migration plan. The migration is ongoing. The architecture is excellent.
Our self-initiated annual report is produced each year to demonstrate our creative and strategic credentials to prospects, award panels, and ourselves. The 2024 edition covered our year in review, our proprietary frameworks, twelve pages of thought leadership, and a section on culture that was universally praised internally and has never been read externally.
We have 22 further case studies in various states of completion and legal approval.
Several are excellent. A few are educational. One is the subject of an ongoing conversation with a former client that we expect to resolve amicably.
See all case studiesOur client base spans a broad range of industries, which we believe gives us transferable perspective. Our clients occasionally disagree with this framing, particularly those in regulated sectors, but on balance the cross-sector experience has added value more often than it has created compliance issues.
Tell us about your brief. We will tell you how we would approach it, what we would charge, and, if relevant, what we have done before that is broadly similar.
No obligation. Discovery calls are free. Proposals are thorough and arrive promptly, or within two weeks, whichever better reflects current capacity.