Why did tech stop being enough for Logitech?

Logitech was trusted. Widely used. And losing ground. Competitors were closing the performance gap fast, and the brand was still speaking the language of specs and features. The products were in people's hands but not in their identity.

Growth was stalling in categories that should have been expanding. The opportunity wasn't just to communicate better. It was to reposition the brand entirely, from functional hardware to something with cultural relevance, before the window closed.

The problem wasn't the product. It was the frame. Peripherals were widely used but rarely chosen with intention. A keyboard or mouse was something people bought because they needed one, not because it reflected how they worked, created, or saw themselves.
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Behaviour had already shifted. Technology had moved into homes, shared spaces, creator setups, and visible routines. Desks became personal environments. What people used every day had become part of how they expressed identity. The category, however, still spoke like traditional tech.

Over five years, I led strategy, creative direction, and art direction across global and regional campaigns, with particular focus on the US, Europe, and China. The work helped reposition multiple categories — from lifestyle peripherals to ergonomics and work-from-home — by changing how the products were understood, chosen, and experienced.
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Instead of treating peripherals as isolated hardware, we reframed them as part of everyday environments: the desk, the home, the setup, the creative routine. This gave each category a clearer role: Studio for expression, Ergo for comfort and wellbeing, Casa for real work-from-home life.
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Each category expressed the same shift differently. Studio Series made keyboards and mice part of personality and self-expression. Ergo made comfort feel human and accessible. Casa moved Logitech into home and lifestyle contexts, reflecting how people actually work in smaller, shared, flexible spaces.
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To make this usable globally, the direction became practical systems: campaign platforms, GTM frameworks, modular toolkits, creator strategy, retail, e-commerce, and market adaptation. Not just a better campaign idea, but a way for categories to grow coherently.
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One direction connected multiple categories without forcing them into the same expression: technology should adapt to people, not the other way around.
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The work scaled across social, creators, retail, OOH, e-commerce, and local market activations. The change built over time, category by category, platform by platform. It created space for more expressive brand work — including platforms like Defy Logic — while keeping the brand coherent.