For Mac Duggal, the gap was never reach. The brand was already selling into more than 100 countries through checkout, with real demand surfacing in regions like the Middle East, where years of wholesale presence meant customers were already searching for it.

But that demand was being served, not met. Growth leaned on paid acquisition, the site was only partially translated, and shoppers could not experience the brand in their own language. As Director of E-commerce Emily Greenfield puts it, serving a market is not the same as being present in one.

The unlock was a shift in thinking. Rather than treat localization as a translation cost, Mac Duggal framed it as a growth investment, a way to build an organic base that compounds while paid keeps doing its job.

Mac Duggal did not want another translation tool. It wanted a partner for the full localization experience: every app and every element of the site localized so nothing felt fragmented, real SEO support, and the complex Arabic build handled professionally enough to reflect the brand. What stood out about Glopal was the mix of human and technology at the scale and number of countries the brand wanted, a team of experts who learned the brand and built infrastructure to carry its voice long term.

One early lesson shaped the rest. When Arabic first launched, defaulting every shopper to Arabic softened the business, because roughly 45% wanted Arabic while 55% still shopped in English and now had to switch. Glopal had a new tool in testing that defaults each shopper to their own browser language. Mac Duggal pushed it through, revenue came straight back and grew, and the same principle of meeting customers where they are carried into markets like Canada.

Mac Duggal has seen triple-digit growth across many of its localized markets, with Germany and Poland standing out, both previously undersized for their opportunity and now growing far faster. The growth has been higher quality too, with larger average order values and more consistency, which makes the business easier to plan because it no longer rides on paid alone.

International moved from about 8% of DTC revenue to 16% within a year, with a target near 20%, while domestic and overall DTC kept growing. The clearest signal is behavioral: shoppers now write to Mac Duggal in their own language assuming it is a local brand in their country, with reach-outs arriving weekly from as far as Argentina.