We conducted a deep, human-centred assessment encompassing 35 interviews with store managers, sales associates, wholesale partners, and internal stakeholders alongside direct observational visits to retail stores,  franchise locations and key wholesale accounts across Italy. Analysis spanned three dimensions: brand and product perception, client experience, and leadership capabilities.

What we found was a brand with genuine assets — loyal teams, exceptional product, strong wholesale relationships — operating without the infrastructure, narrative, or shared vision to compete at the level it aspired to. Stores were nearly empty, clienteling was improvised, there was no CRM, no unified experience, and no brand story that teams could articulate or clients could feel. The collections lacked coherence beyond core knitwear. Wholesale partners carried Malo out of affection, not conviction. Marketing was fragmented and disconnected from commerce.

We synthesized the findings into an executive assessment report structured around eight strategic pillars — Customer, Brand, Product, Retail, Wholesale, Digital, Marketing, and Culture — each with a clear key insight and a strategic lever for action.