Jonathan Wu

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I spent fifteen years building the theatre. Ogilvy as a digital strategist. Isobar (Dentsu Group) as Social Media Director. BCW (WPP Group) as Director of the Digital Innovation Group. Along the way: a Cannes Lions shortlist, pitch decks that won work from Huawei, Cathay Pacific, TCL, Asia Miles and Samsonite, and social retainers for names like Vacheron Constantin and The Residences at Mandarin Oriental.

 

I was good at it. I also noticed, year after year, that the work everyone applauded often had a loose relationship with whether the business made more money. Engagement went up. Sales stayed above my pay grade, in some other team's reporting line.

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So I left a senior seat, on purpose, to find out for myself.

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In 2026 my business partner and I launched Carat Club Co., a Hong Kong lab-grown diamond brand built on transparent pricing. Every part of it, the Shopify build, the ads, the pricing, the customer service, runs on decisions we make and pay for ourselves. Hundreds of orders later, every one from a cold customer, at 4.9 stars across 147 reviews, I have learned more about what actually moves revenue than any award season taught me.

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Club Camelots is where I bring that operator's view to other businesses. It is a Hong Kong marketing studio for SMEs across Asia, covering strategy, performance marketing, ecommerce, content and the newer work of getting found by AI: SEO, AEO and GEO. I care about bounce rate, add-to-cart, conversion and lifetime value. Creativity still matters to me. It is the bonus, not the point.

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The rule behind both companies is the same: cut the theatre, show the math.