Fitbit engaged Freedman in 2014 to support international growth as global marketing delivery expanded beyond the US, with international sales then stated as ~20% of total revenue and a relatively small in-house team coordinating agencies and markets.
Freedman became the delivery owner for global-to-local rollout across regions (EMEA, APAC and the US), covering campaign and always-on work as channels and stakeholders increased. Global campaign delivery as the brand scaled across markets, channels, and asset volumes. During this period, Fitbit grew into one of the world’s most recognised wearables brands, with over 143 million devices sold globally and consistently high user engagement.
As campaign activity increased year on year, the challenge shifted from launching campaigns to maintaining operational control under sustained global scale.
As global activity increased, several risks were emerging:
Asset volumes rising sharply, including a documented 75% increase during peak campaign periods, putting strain on existing delivery workflows
Rework increasing due to unclear approvals and inconsistent local interpretation
Quality and brand consistency varying by market as pressure increased
Growing operational effort required just to maintain delivery timelines
Reduced confidence that global intent would reliably translate into local execution.
Nothing was failing outright - but the system was under strain.
Left unchecked, this type of friction compounds at scale.
Freedman took ownership of global-to-local marketing delivery for Fitbit - sitting between Fitbit’s global and regional teams, agency partners, and local markets to control localisation quality, approval flow, and multi-channel asset delivery against fixed media dates.
We clarified ownership, decision rights, and escalation paths so global intent translated consistently into local execution, without constant intervention from central teams.
We redesigned how work flowed across markets, covering briefing, asset production, approvals, and handoff. This reduced duplication, rework, and dependency on individual teams to “make it work”. As volumes increased by 75%, delivery timelines were reduced by 29%, demonstrating cumulative efficiency gains rather than short-term acceleration.
Campaigns averaged 600+ assets in peak periods and the thousands of assets delivered across the course of the partnership were delivered on time, on brand, and on budget. These assets went live in 14 European markets, spanning ATL and BTL channels. Brand guardianship ensured slogans, on-screen device content, subtitles, and visual details were applied consistently, protecting creative integrity under pressure.
Patterns from repeated campaigns were captured and applied forward, reducing friction and improving performance as delivery volume increased year on year.
Over a 10+ year partnership, Fitbit gained a stable European delivery backbone that scaled with the brand’s growth, supporting consistent brand execution for a company that has sold over 143 million devices globally to date and maintains high user engagement, with 96% of users using Fitbit for daily activity tracking.
Fitbit moved from managing campaigns market by market to operating with a future-proof global delivery system, allowing teams to focus on strategy and growth rather than firefighting execution issues.
At maturity, global campaigns don’t usually fail spectacularly.
They become inefficient, inconsistent, and harder to manage.
This engagement shows how owning the delivery system restores control, and keeps global operations working as scale continues.
Marketing Director, UK
Fitbit
