We often think of creativity as a mystical spark, untouched by the world of commerce. However, for a Chief Marketing Officer, maintaining this romantic divide is a strategic error. In the luxury industry, art serves as the driving force, the blueprint for consumer desire. Yet, the collaborations between brands and artists, which generate this value, remain underprotected. These partnerships operate within a system plagued by algorithmic piracy, global imitation supply chains, and outdated contractual frameworks.

If you’re looking to grasp the future of brand value, shift your focus from the artwork itself to the infrastructure supporting it. Today, the most influential figures in the art world are not necessarily the creators but rather the architects who design the economic, legal, and operational frameworks that allow creativity to thrive on a larger scale.

Before founding Justice for Artists, Daniel Lachman epitomized the independent creator who tasted success, only to see it turned against him. After a t-shirt design of his went viral, counterfeit versions began flooding the market. “These counterfeiters were selling my products for half the price, even cheaper, and I couldn’t figure out how to get rid of them,” Lachman explained during a Zoom interview, a sentiment echoed by others in similar situations. International sellers gradually suffocated his 20-year business.

Brand Artist Collaborations vs. The Counterfeit Hydra

A decade later, with the help of legal experts, Lachman realized that the landscape could be altered by shifting tactics from chasing individual infringers to treating online marketplaces as financial pressure points. Justice for Artists now uses legal strategies as a scalable model to combat the digital “hydra” of global marketplaces, where trending art is counterfeited with alarming speed.

Understanding that targeting individual factories was a losing battle, Lachman shifted his focus to the marketplaces themselves. He files lawsuits that consolidate over 100 counterfeit sellers across platforms like Amazon, eBay, Etsy, and Walmart. Since serious sellers often use Amazon’s Fulfillment by Amazon (FBA) service, court orders can freeze their account balances and warehouse stock, providing artists with significant leverage.

“When we freeze their account, these individuals lose access to their accounts,” Lachman explained. “They might be in China or elsewhere, but when they wake up and try to log into Amazon, they’ll find their account frozen. This forces them to negotiate with us to regain access.” Marketplaces are required to disclose sales data, ensuring that negotiations are based on actual sales figures and funds currently withheld, rather than on hypothetical damages.

“When we freeze their account, these guys don’t have access to their accounts,” he explained. “So they might be in China or whatever, but when they wake up and they log into Amazon, they’ll see that their account is frozen. And so, they are put in a position where they need to negotiate with us to regain access back to their account.” Marketplaces are compelled to provide sales data, so negotiations are tied to actual units sold and funds currently in limbo, not speculative damages.​

“Maybe 5% of the artists will catch it and do something about it. And even those 5% probably don’t lawyer up and just reach out to them directly,” Lachman noted. For fast fashion giants like Shein, he describes counterfeiting as systematically “baked into their strategy, their business strategy.” “Shein is such a global beast that when you sue them in one territory, like America, you’re only going to get the American sales,” he added. These platforms “fight tooth and nail just to basically make a settlement as difficult as possible.”​

His work doesn’t stop infringement entirely, but it changes the calculus. Sellers now avoid categories attracting lawsuits, while settlements can be genuinely life-changing for artists.​

For the C-suite looking at artist collaborations for a marketing campaign, this is where rhetoric around “supporting creators” needs a harder edge. Luxury houses already invest heavily in IP protection to defend their own trademarks. When they fail to extend comparable protection to the illustrators, textile designers, photographers, and collaborators whose work they commission, the contradiction is impossible to miss.​

Sponsoring a fair or funding a prize is comfortable. Underwriting enforcement infrastructure pulling money out of counterfeit networks and returning it to creators is not—but it’s exponentially more impactful.​

Scaling Brand Artist Collaborations With Systematic Patronage

Edwin Cheung didn’t set out to be a patron of the arts. He set out to fix bad engineering. Sharper Image’s ionic purifiers were elegant but nearly useless on fine particulates; Honeywell’s HEPA units were effective but hulking, loud, and expensive to run.​

As a mechanical engineer with a holistic view of health, Cheung became fixated on compressing high-performance filtration into a quieter, smaller footprint without compromising efficacy. That fixation paid off when Rabbit Air won the International Design Excellence Award (IDEA), Red Dot Design Award, Germany’s iF Design Award, and Japan’s Good Design Award—all in 2021 for multiple top-selling models.​

But engineering excellence was just a moving target. That target changed when an RV company installing Rabbit Air units in luxury vehicles complained the air purifier was occupying wall space reserved for a Van Gogh print. “They said that, why don’t you put the Van Gogh Starry Night onto your air purifier, so we can put it on that space,” Cheung recalled.​

That random request sparked Rabbit Air’s Contemporary Artist Series. Starting with masterpieces like Van Gogh and Hokusai, Rabbit Air has evolved into working with living artists to create systematic financial support. “When we sell the air purifier, we give them some royalty fee for their art,” he explained.​

The Artist Series operates as a curated rotation of contemporary creators, with each season featuring four to six artists whose work appears on limited-edition air purifiers over the course of a year. “The way we are finding some of these artists are actually recommendations from the others that we have featured,” Cheung noted. “The selection process is that when we look at their art, it has to match our air purifier’s design.”​

Unlike traditional licensing deals, artists receive ongoing royalty payments for each unit sold, creating recurring income streams spanning months or years as their designs remain in production.​

“A lot of contemporary artists, if they are not in this industry, the art industry, either you are famous, or you have to work really hard to get yourself, your name, out there to be noticed. But not many companies offer this type of opportunity for the artists, and we feel we can do something in this area.”​

Fixing The Broken Economics In Brand Artist Collaborations

Christos Makridis, with dual doctorates in economics and management science, looked at the opera world and saw a supply chain in crisis. Through his two companies, CM Culture and the Living Opera Foundation, he applies economic rigor to an industry systematically failing its talent.​

“Real wages for artists have declined over the past 15 years,” Makridis told me, describing a sector where operational waste runs rampant. He recounted stories of theaters buying bespoke stages for single productions, then discarding them after a single run because storage, resale, or reuse was never calculated. “You just spent maybe, like, a tenth of your annual budget on a stage, and you’re just throwing it away.”​

For his clients, Makridis applies economic rigor to an industry priding itself on financial illiteracy. “Artists really get mistreated by their agents, and they’re ignored, they’re not put forward for jobs,” Makridis explained. Meanwhile, basic business education is absent. “There are just a lot of basic things that haven’t been imparted in colleges, whether you’re getting a bachelor’s in music or a conservatory.”​

Culture, in his formulation, is a measurable asset with returns: it influences productivity, retention, innovation, and even stock performance. It can be systematically designed rather than left to chance. He treats artists as businesses requiring operational support, teaching career survival skills in tax calculations for foreign contracts, accommodation negotiation, and cash flow management. “How do we equip and empower artists so that they have a base knowledge to be versatile?”​

“There’s just better decisions that can be made,” Makridis contends. “And so we are trying to show how it can be done.”​

The C‑Suite Playbook For Brand Artist Collaborations

Legal defense, distribution logistics, and economic strategy are life support for the art world. For C-suite executives looking to dip their toes into the art world, here’s where to start.​

1. Build revenue-sharing into products, not just campaigns
   If your brand produces anything with a surface, you have latent real estate for recurring patronage. Create limited-edition versions featuring emerging artists with contractually defined royalty streams. Use DTC channels as discovery engines, measuring uplift in sales and retention among culturally engaged customers.
   Treat brand artist collaborations as a strategic component: plan it into product roadmaps and align with design language. Then ensure finance sees artist payments as cost of goods sold, not a marketing spend.​
2. Underwrite enforcement capacity
   Most artists will never have the resources to defend their work at scale. Brands do. Partner with specialized firms to create pooled enforcement funds for creators in your ecosystem. Include enforcement support in artist contracts, making explicit if commissioned work is stolen, your legal department engages. Be the brand that doesn’t disappear when lawyer letters must go out.​
3. Treat artists as ecosystem partners, not vendors
   One quiet through-line across Rabbit Air and Justice for Artists is reputation. When creators receive real money and support, they refer friends. Build advisory circles across disciplines to stress-test ideas beyond campaign visuals. Offer non-monetary value: introductions, data access, legal resources. Design long-term relationships with series, capsules, or recurring features to allow artists to plan instead of constantly pitching.​
4. Align internal culture with external posture
   It’s difficult to credibly champion artistic freedom while internally burning out creative teams or suppressing dissent. If you want the best brand artist collaborations, incentivize teams on long-term outcomes by considering brand equity, loyalty, and cultural influence. If culture is an asset, as Makridis argues, it must be governed accordingly. Give legal a mandate to enable, not just block, unconventional collaborations. Make visible how artists are treated internally. Culture is what happens when no one is watching. Artists notice. Employees do too.​

For brand artist collaborations, the pursuit of luxury increasingly looks like quarterly royalty checks, notifications of frozen counterfeit networks, and CMOs who make introductions materially changing a career. Does your brand position itself as that patron? Not the loudest during Miami Art Week, but the one artists whisper about when discussing business; the one making their work safer, income steadier, futures less precarious? The answer to this is becoming the most consequential marketing play as culture and community become the ultimate competitive assets.