Operator experience.
Studio flexibility.
Senior thinking stays close to the work. lowob combines direct senior involvement with a network of specialists, so the team scales around the problem without adding layers.
Built to move from decision to execution.
The value of a strategy depends on what happens after the deck. lowob stays close enough to the work to move from research and positioning into campaigns, media, partnerships, outreach, and measurement.
Senior-led
The people defining the strategy remain involved in execution.
Commercially focused
Every engagement begins with a business objective.
Channel-agnostic
The right route may involve media, content, creators, partnerships, direct outreach, events, or several channels together.
Built for complexity
lowob is comfortable with technical products, unfamiliar categories, emerging markets, and business models that still require explanation.
Chris Wells
Founder, lowob
Chris has spent more than a decade on the operator side of revenue, partnerships, media, advertising and technology, in markets that were still being defined while he was working in them. His experience runs across media companies, technology businesses, startups and emerging-market platforms, and across the whole commercial sequence: the positioning of a product, the demand created for it, the channels that carried it, and the revenue it returned.
lowob was built around a simple observation:
Companies rarely suffer from a shortage of tactics. The harder problem is connecting positioning, growth, distribution, partnerships and revenue into one commercial system.
I've watched that problem from every seat. The strategy firm hands over a deck and leaves before it meets a customer. The growth agency inherits a story it didn't write and can't defend. The media buyer is judged on a number nobody upstream agreed to. The partnerships lead is selling a product the market hasn't been told about yet. Each of them is competent. None of them is accountable for the hand-off, and the hand-off is where the money goes missing.
Founders feel this earliest, because they have to tell one story to investors, another to customers, and build a plan that satisfies both, usually with three different vendors and no one holding the thread. Agencies don't want that job. It's too early, too unscoped and too close to the founder to productise.
That's the job lowob takes. One senior point of contact from the narrative through the pitch, the round and the system it funds, staying in the work until there's revenue to measure it against. Nobody else is standing in that gap, which is exactly why it's worth standing in.
How we work. Written down, so you do not have to ask.
These are the terms of every engagement. They are not negotiable, which is the point.
Fixed fee against a written scope. Never hourly.
Media at a flat fee per account. Never a percentage of spend.
We never front media spend and we own no inventory.
The people who set the strategy stay in the work.
Defined problem, defined output. The next step is priced in the same proposal.
No client past 40% of our revenue.
Bring us the commercial problem.
You do not need to know whether you need a strategy engagement, a media program or a partnerships mandate. Tell us where the business is getting stuck. We’ll work backward from there.