I took Bad Kimono Co. on as Fractional CMO when they were pre-revenue and basically a great idea with a terrible spreadsheet. We built a full design system, engineered demand through strategic pre-orders, and scaled operations fast enough that they had to bring in a 3PL. Monthly output went from zero to 2,700 units.
Tone-wise, we embraced irreverence poking fun at the stick-in-the-mud IBJJF culture while other brands meekly claimed “we comply.” Bad Kimono owned it with a blunt “0% Competition Legal” stance that cut through the noise and created real affinity.
Result: a tightly staged brand, predictable revenue, and an audience that showed up loud, loyal, and ready to roll.
