Our Work

A Brand Rebuilt For Profit.

Fashion & Apparel

Joined Spring 2026

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54% Increase in Net Sales

33% Increase in Contribution Margin

35% Increase in New Customers

About the Brand

A Brand Rooted in Care, Ready to Scale.

Swole Panda is a UK menswear accessories brand built around sustainable bamboo fabric, best known for its bamboo socks, boxers, belts and scarves made from recycled materials. A Certified B Corporation, the brand has built its equity on full supply chain transparency, tracing its bamboo back to sustainably managed forests in China's Jiangxi Province, and has grown a loyal base of 100,000+ customers who buy in for both the comfort and the sustainability story. That combination of everyday product and genuine environmental credibility has made it a standout name in the sustainable menswear space.

Coming into 2025, growth had started to outpace profitability, with spend across paid channels increasingly inefficient and the creative no longer doing justice to the strength of the brand story. Swole Panda needed a partner who could reset the direction of paid media, sharpen efficiency, and rebuild the creative approach so it matched the quality of the product and the brand behind it. That need, across both paid social and paid search is what brought Swole Panda to Prospa, with building a genuinely profitable growth engine as the core objective from day one.

The Challenge

Improve Creative Quickly

This was always going to be the biggest focus area, and the single biggest lever for impact across both paid channels. The creative running before we came on board was weak, and account performance reflected that directly. The founders were genuinely keen to push boundaries and test new concepts and angles, which made this challenge far more achievable, creative freedom quickly became one of the most important assets we had to work with.

Improving Brand Efficiency, with MER Running Low

The brand had been overspending significantly in the period before working with us, and that spend was poorly allocated on top of it — a combination that, left unaddressed, risked putting the business in a genuinely difficult position. Solving this quickly meant a mix of reallocating budget and applying sharper strategic focus across the board.

Rebalancing Spend Across Paid Media Channels

Too much budget was going toward search, leaving paid social without enough investment to build demand and properly support new customer growth. Working out the right split between paid social and paid search was a key part of solving the wider efficiency challenge.

Inefficient Territory Investment

Swole Panda sells globally, but budget allocation across territories was poorly balanced, with the core UK market notably underinvested — creating inefficiencies in how spend was working overall. As with Challenge 3, reallocating spend toward the right territories was critical, and the real challenge lay in knowing exactly where to invest.

Our Solutions

How We Did It

Implementing a New Creative Approach

The account and brand had previously lacked diversity in both concepts and angles. We recognised early that the founders would be brilliant on camera, giving us a genuine opportunity to build a founder-led element into the creative strategy that has worked exceptionally well. Beyond that, we were given total freedom to innovate and take real creative risks — using animation and AI to build genuinely engaging concepts that have given the account a distinctive edge, with customers responding strongly to a feed-cutting creative approach.

Sharper and Diverse Product Selection

Socks remained the core focus as the brand's flagship line, but we found real success expanding into underwear and belts, adding welcome diversity to our focus areas. That expansion also had a positive knock-on effect on AOV. Store Hero gave us visibility down to SKU-level margin, so we could ensure every conversion was genuinely driving profit, reflected directly in the growth of contribution margin.

Reallocating Spend and Focus

We first reviewed spend across channels to rebalance social and search in line with our objectives, social needed significantly more budget to improve long-term efficiency and build the demand momentum required. The second part of this was reallocating spend across territories: EU spend was disproportionately high and needed reinvesting back into the UK, where the bulk of demand and profit sat. This approach drove a clear improvement in MER.

Strong, Long-term Forecasting and Growth Planning

Our CMO, Ed, worked closely with the brand team to build clear, long-term growth forecasts, giving everyone shared clarity on objectives and KPIs. That clarity let each part of the team work toward a single goal with a direct line to brand growth and profitability, with efficiency and precise tracking a particular area of focus throughout. The impact of this is reflected clearly in the results achieved.