The MENA digital strategy that reads as one Sephora
Sephora had global scale but a MENA presence that needed to feel local. Central and regional teams were both moving fast — sometimes in the same direction, sometimes not. They wanted one strategy that respected local taste and still played nicely with the global system.
We worked alongside Sephora’s leadership as a small, embedded partner across product, technology and delivery. Rather than hand over a slide deck, we helped stand up the operating model that would run it — who decides what, when central adapts, when local flexes.
What the customer actually experiences.
Reference imagery drawn against the same brand system the programme ships against — not a client screenshot, but a faithful reading of the surface.
Where we pointed the work.
A single diagram, drawn from the programme, showing how the strategy actually lines up — where it converges, where it stays plural.
How we shaped the work.
What reached production.
Where the same programme would go further today.
Run today, the same Sephora programme would add contextual personalisation to product discovery, a bit of predictive planning against local demand signals, and one or two carefully-scoped agent-assisted service workflows. The strategic muscle is the same. The operating leverage is materially larger.
Start with one thing that works.
A 60-minute working session with two of our engineers. You bring a delivery problem. You leave with a written assessment of where AI would help, where it would not, and what it would take to find out.
No pitch deck. No obligation.