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THE ROLE YOU DID NOT KNOW YOU NEEDED
Meet Your Chief Swag Officer
Retained merchandise leadership for companies ready to stop treating merch like a series of disconnected orders. We take ownership of the strategy, creative, sourcing, production, programs, inventory, fulfillment, and systems behind your branded merchandise, operating as an extension of your team with one clear point of accountability.
What Is A Chief Swag Officer?
CFO owns the Money. CMO owns the Message. Who Owns the Merch?
CFO
Owns the company’s money, financial strategy, risk, and long-term fiscal health.
CMO
Owns the company’s brand, marketing strategy, demand generation, and market presence.
COO
Owns how the business runs, aligning people, processes, and systems to drive execution.
CSO
Owns the company’s merchandise strategy, turning branded products into a managed channel for brand, culture, relationships, and growth.
We turn Merchandise from a line item to a managed business function!
Why Companies Need One
Your Merch Budget Has Spend. But, Does It Have an Owner?
Most companies spend real money on merchandise with no clear strategy, no accountable owner, and no scoreboard. Internal teams are already stretched, so merch stays at the bottom of the list until an event is two weeks away, onboarding kits run out, or someone needs 500 shirts by Friday. Meanwhile, vendor sprawl kills buying power, consistency, and visibility.
The bigger problem? Great merchandise can drive:
- Retention
- Recruiting
- Brand Awareness
- Client Loyality
- Culture
Who It's For
Built for Companies Where Merch Has Outgrown the Ordering Process.
The Chief Swag Officer model is built for companies spending real money on merchandise without a real system behind it.
- Scaling companies managing more teams, events, and demand
- Multi-location and franchise brands that need consistency across every market
- PE-backed and portfolio companies standardizing programs across multiple holdings
- People-first organizations investing in culture, onboarding, recognition, and retention
If merch touches multiple departments, locations, audiences, or budgets, someone should own the bigger picture.
- Only need a one-off order for a single event
- Want the cheapest item in the catalog
- Simply need a logo printed on 50 shirts
- Expect to manage the strategy, vendors, and logistics yourself
- See merch as a purchase to complete, not a program to build
We can still help, but, there are also 30,000+ other "vendors" that can as well. We built this for something bigger.
What's Included
Strategy at the Top. Execution All the Way Through.
Your Chief Swag Officer owns the full merchandise function, from planning and creative direction to sourcing, operations, and ongoing optimization.
- Annual Merchandise Plan & Budget
- Creative Development & Brand Standards
- Program Design for Recognition, Gifting & Events
- Reporting, KPIs & Optimization
- Strategic Roadmap & Ongoing Planning
- Product Sourcing & Vendor Management
- Apparel & Uniform Programs
- Company Store Build & Management
- Inventory & Fulfillment Oversight
- Production Coordination & Program Execution
ONE Partner + ONE Strategy = TOTAL Ownership.
How Engagements Work
From Merch Chaos to a Managed Program.
01
Discovery & Audit
We map your current spend, vendors, programs, processes, and gaps to understand what is working, what is wasting money, and where opportunity exists.
02
Strategy & Plan
We build the merchandise roadmap, annual plan, budget, priorities, and programs around your actual business goals.
03
Retained Management
We run the program month to month, managing execution, vendors, timelines, reporting, and ongoing optimization.
Audit it. Build it. Run it better.
Expected Outcomes
What Changes When Someone Actually Owns the Merch.
Clear accountability, defined priorities, and a number everyone can actually look at.
Consolidated spend creates stronger purchasing power, better decisions, and fewer disconnected vendors.
Consistent brand expression across employees, events, clients, locations, and every physical touchpoint.
Move beyond cost-per-item and start tracking merchandise by reach, engagement, retention, and business impact.
Less chaos. More control. Better merch.
The Investment
An Entire Merch Team. Without Building One.
Hiring internally means adding strategy, creative, sourcing, program management, operations, and fulfillment oversight across multiple roles. With the Chief Swag Officer engagement, you get access to an entire merchandise team through one flat monthly retainer, scaled to the size and complexity of your program.
Common questions about the Chief Swag Officer model.
A distributor helps you buy products. A Chief Swag Officer owns the merchandise function.
We look across strategy, budgets, creative, sourcing, vendors, programs, stores, inventory, fulfillment, and reporting. The goal is not to win the next order. It is to improve how your entire merchandise program operates and performs.
No. We can phase the engagement in around your current contracts, vendors, programs, and internal workflows.
In many cases, the smartest move is to start with the biggest gaps and opportunities, then consolidate over time where it makes business sense.
Engagements are structured as a flat monthly retainer based on the size, complexity, and scope of your merchandise program.
There is no one-size-fits-all price list because a growing company with one location has very different needs than a multi-brand or multi-location organization. Scope and investment are covered clearly during the strategy process.
Most companies begin seeing opportunities within the first few weeks.
The initial discovery and audit process often uncovers fragmented spend, vendor overlap, inconsistent pricing, rushed purchasing, inventory issues, and gaps in planning before the larger program is even fully built.
Keep them.
A Chief Swag Officer is not automatically here to replace every vendor. If a partner performs well, we can manage them as part of the broader program, improve coordination, hold standards, and make sure their work fits the larger strategy. The goal is a better system, not change for the sake of change.
No. We give them leverage.
Most internal teams are already stretched, and merchandise becomes one more responsibility competing for attention. We take ownership of the strategy, coordination, sourcing, execution, and reporting so your teams can stay focused on their actual jobs.
No, but there needs to be enough complexity to justify dedicated ownership.
The model is best suited for companies managing ongoing merchandise spend across employees, clients, events, locations, recognition, gifting, uniforms, recruiting, or company stores. If you only need 50 shirts for one event, you probably do not need a Chief Swag Officer.
We start by defining what each program is supposed to accomplish.
Depending on the use case, that may include adoption, participation, redemption, inventory movement, cost per recipient, repeat usage, employee engagement, client retention, store performance, or campaign response. We believe merchandise should be measured like media, not simply filed as an expense.
Often, yes, but savings are only part of the value.
Consolidated spend can improve purchasing leverage. Better planning can reduce rush costs. Stronger sourcing can improve product value. Inventory oversight can reduce waste. Vendor management can eliminate unnecessary duplication. The bigger win is knowing where the money is going, why it is being spent, and whether the program is improving.
We begin with discovery and an audit of your current merchandise ecosystem, including spend, vendors, programs, processes, and gaps.
From there, we build the strategy, priorities, annual plan, and operating structure. Once aligned, we move into retained management and run the program month to month with ongoing execution, reporting, and optimization.
You do not just get another vendor. You get an accountable team responsible for making the entire function work better.
READY FOR A CHANGE?