How I Would Have Launched Meghan Markle’s Brand

Meghan Markle is one of the most recognized women in the world. She has the influence, the global platform, and a compelling personal story—the perfect ingredients for a powerful, lasting brand.

And yet, her brand ventures—whether it’s As Ever, her Netflix docuseries, or the now-canceled Spotify deal—haven’t quite resonated the way they could have. They’ve felt more like vanity projects than movements, designed for Meghan’s validation rather than to create something truly impactful.

That’s not to say she doesn’t have a massive audience—she does. But audience alone isn’t enough. The difference between a brand that fades and one that thrives? It’s not just about the person behind it. It’s about how the audience feels connected to it.

And that’s where the execution fell flat.

Most of her projects have felt designed for her rather than built for the people she’s trying to serve. It’s a subtle but critical mistake—one that has made her ventures feel more like personal passion projects than scalable, impactful brands.

Now, I’m not Meghan’s brand strategist (call me next time), and whoever was leading her team may have been following her directives. But if I had been brought in with full creative control, this is how I would have approached the brand and launch.

1. Transparency & Audience Inclusion From the Start

One of the biggest mistakes in Meghan’s brand approach? It’s too closed off.

Her projects tend to appear out of nowhere—fully polished, fully formed, but missing the key ingredient that makes modern brands thrive: engagement.

Today’s best brands don’t rely on secrecy and big reveals. Instead, they let their audience in on the process.

If her brand was supposed to be a brand built on storytelling, connection, and intention, then why did it just appear one day, fully formed?

The lack of transparency made it feel manufactured, not organic. Instead of letting people experience the growth of the brand in real time, she waited until everything was “perfect” before launching. And that was the problem.

How I would have done it differently:

• Share the journey from day one. Instead of a polished reveal, document the real process of building the brand. Show the brainstorming, the challenges, the messy moments that make people feel connected.
• Let the audience be part of the decision-making. Use polls, Q&As, and behind-the-scenes content to let them vote on product names, designs, and even messaging. The more people feel involved, the more invested they become.
• Build momentum before the launch. Instead of dropping a website and expecting people to care, create anticipation with a series of mini-launches—sneak peeks, teaser campaigns, and storytelling that builds up to the brand’s debut.

People love feeling like they’re part of something bigger than themselves. If they’ve been involved in the journey from day one, they’ll become brand advocates before the first product even drops.

2. A True Global Lifestyle Brand (Not Just “American Riviera” Aesthetic)

Meghan Markle isn’t just another Hollywood celebrity. She has lived on multiple continents, been part of the British monarchy, and worked with global humanitarian organizations.

So why was Preserve (and much of her branding) so narrowly focused?

The aesthetic, the storytelling, and the product curation all felt centered on a very specific niche—an “American Riviera” lifestyle that, while aspirational, didn’t fully leverage her unique background and reach.

This was a huge missed opportunity. Instead of creating a true global brand, it felt restricted to a particular aesthetic—one that didn’t reflect the expansive nature of her personal journey.

What I would have done differently:

• Make it feel international. Meghan’s life experience is global—her brand should have reflected that. The storytelling should have been rooted in a broader perspective, not just one cultural lens.
• Build a brand that connects across cultures. The messaging should have resonated with women in the U.S., the UK, Canada, and beyond—not just a niche subset of luxury consumers.
• Position it as a movement, not just a product line. Instead of “Meghan’s vision,” it should have been about a larger community, with a sense of belonging for everyone involved.

Meghan has the power to create something bigger than a personal brand—something that represents a way of living. But it needs to be global, not niche.

3. Sustainability & Impact as the Foundation (Not an Afterthought)

Meghan has been vocal about her commitment to sustainability, ethical production, and social causes.

Yet, when it came to her branding, these values felt secondary—more like features than the core of her business.

This is a critical misstep. Today’s consumers expect real, measurable action, not just words. If Preserve had been built with sustainability as the foundation, it could have created long-term loyalty and trust.

Here’s how:

• Total transparency. Instead of vague claims, the brand should have provided clear, detailed sourcing information—where materials come from, who makes them, and how they’re produced.
• A built-in “give back” model. Every purchase should have had an impact, whether it was funding women-led businesses, supporting education, or reinvesting in underdeveloped communities.

If Meghan wants to stand for something meaningful, her brand needs to lead by example. And today’s consumers expect brands to prove their values—not just talk about them.

4. A Digital Experience—Not Just a Storefront

Today’s best lifestyle brands aren’t just selling products—they’re immersing people in an experience.

Yet, Meghan’s branding felt more like a static online shop than a dynamic, interactive community.

For someone with her level of influence, the brand should have been alive—a place where people felt like they were engaging, not just buying.

What I would have done differently:

• An interactive digital space. A place where customers could learn, share, and participate—not just shop.
• Video storytelling & engagement. Behind-the-scenes footage, brand documentaries, and real-time storytelling that makes people feel something.

5. Elevating Others, Not Just Herself

This is the biggest mistake of all.

So much of Meghan’s branding feels like it’s built for her own validation.

Here’s the thing: People don’t buy into brands that feel self-serving.

If I were in charge, this wouldn’t just be “Meghan’s lifestyle brand.” It would be a platform for others.

• Collabs with emerging designers and creators instead of just her own picks and products
• Mentorship programs for young entrepreneurs or female founded start-ups and makers
• Spotlighting other founders, creatives, and thought leaders

The most beloved brands make people feel seen. They don’t just serve the founder—they create space for a whole community.

6. Launch Fast, Iterate Faster

Perfection is the enemy of momentum.

Instead of waiting years for a perfect brand launch, I would have pushed for a fast and dynamic rollout.

• Start with a core collection. Test demand, gather feedback, adjust.
• Use audience input to shape future drops. If customers love one thing, give them more of it.
• Experiment with limited-edition drops. Keep things fresh and exclusive.

Brands that succeed today are adaptable. They evolve based on what people actually want.

The Biggest Takeaway: Branding Should Be Bigger Than the Founder

The reason Meghan Markle’s brand efforts haven’t stuck is simple: They feel like they exist for her, not for the audience.

And the brands that truly last? They create movements. They make people feel like they’re part of something bigger.

If you’re ready to build a brand that’s unforgettable—not just for aesthetics, but for impact—you know where to find me.