Welcome to a new series called The Edison Fast 4, where we reflect on some of our favourite brand projects we’ve worked on over the years. We discuss what impact the work has had, what’s happening across categories, and hear from the experts themselves.
For our first instalment, Edison Agency's Business Director, Steve Wren, speaks with Randall Cooper, CEO and founder of Premax Performance Skincare.
Steve: Hi. Welcome to a new series called The Edison Fast 4. I'm Steve Wren, Business Director at The Edison Agency. In this series, we’re reflecting on some of our favourite brand projects — what impact the work has had, what’s happening across categories, and hearing from the experts themselves. Today, I’m joined by Randall Cooper, CEO and founder of Premax Performance Skincare. Randall’s an internationally renowned sports physiotherapist, co-author of Clinical Sports Medicine, and has worked with the Hawthorn Football Club and the Australian Winter Olympics team. Thanks so much for being here, Randall.
Randall: Thanks, Steve. It’s great to be part of this. It’s actually really nice to look back after a few years and reflect on where the work has taken us — and where it’s still going.
Steve: You beat me to it — I was going to say it’s been seven years! As part of the Fast 4, we're asking four key questions. Starting with the first: what was the backstory behind the need for a rebrand?
Randall: Well, Premax started as a bit of a side hustle. I wasn’t trying to build a big brand or make a lot of money. I loved working as a sports physio with elite teams, and I kept hearing the same complaints from athletes — that the creams available were terrible. They were greasy, messy, and you’d need a shower after using them.
So I saw a gap in the market and thought, "Why not create something better?" We started with a few massage creams, and they took off quickly — we became the leading brand in the sports medical channel in Australia. Over time, athletes and active people started asking, “Hey, we love being treated with your creams, but why don’t you have products for us to use every day?”
That’s when I realised if we were serious about growing beyond massage products, we needed to upgrade the brand. Our original look was clinical, but a bit amateurish. It didn’t match the premium quality of the products. When investors came onboard, they said the same thing: great products, but it doesn’t look like a world-class brand. That was the catalyst for rebranding — and where Edison came in.
Steve: One thing I remember clearly was talking about the lifestyle factor — that what athletes put on their bodies is a huge part of how they represent themselves to the world. We needed Premax to match the level of investment they were making in themselves. And also, a big discussion was about you as the founder — how much to lean into your credibility and bring that story to the forefront.
Randall: Yeah, that was an unexpected part of the journey. You ran focus groups — with elite athletes, but also everyday active people — and the feedback was clear: they wanted the founder story. They trusted the products more knowing there was a real expert behind them.
Initially, I was hesitant. I’m not someone who loves the limelight. But the feedback was universal, so I caved — and that’s why today my name is on the front of every tube in silver foil. It was a big shift, but it definitely helped create that sense of authenticity and trust in the brand.
Steve: Moving onto question three: what new opportunities has the rebrand unlocked?
Randall: The biggest shift was confidence — both ours internally and how the market perceived us. Suddenly, our premium price point made sense. We could approach wholesalers and retailers much more easily.
Before the rebrand, one of our UK distributors said, "We love the product, but the look gives us hesitation." After we launched the new identity, the reaction was immediate: “Now it all fits together.” It opened doors internationally and domestically.
Media attention also became easier — magazines, websites, and social media influencers were more willing to feature the brand. The visual identity just lent itself beautifully to e-commerce and Instagram, which were really starting to take off around then.
Steve: And you’ve grown internationally as well?
Randall: Yes, significantly. We’re now in New Zealand, three or four countries in Asia, the UK, and we’re about to launch in the US. It’s been a really good progression, but it keeps us busy as a smaller team.
Steve: And what about feedback from athletes and users after the rebrand?
Randall: Before the rebrand, we were probably 80-85% massage cream, 10-15% consumer-focused. Today, it’s closer to a 50/50 split — maybe even more consumer-led now.
We debated during the process whether Premax should look like premium skincare — something you’d find at Mecca or Sephora — or more like a performance brand, alongside Nike, Lululemon, and Suunto. We chose the performance space, and it was definitely the right call.
Now, you’ll find Premax at the front of sports stores, in custom point-of-sale displays, not hidden on a back shelf. Retailers are proud to showcase it.
Steve: Amazing. Final question: what’s next for Premax, and how is the sports skincare category evolving?
Randall: It’s still early days for the category. Sports skincare isn't yet a big rising tide — we’ve had to build a lot of it ourselves. But there are encouraging signs. Brands like Art of Sport, Zone In, and Tri-Swim are starting to pop up, especially in the US.
Education remains crucial. Elite athletes understand skin health because they experience the problems firsthand — sunburn, chafing, saltwater irritation. But casual athletes need more education to realise the benefits.
We do a lot of work in that space — social media, attending running expos, partnering with run clubs — to show the value of preventative skincare. During COVID, running absolutely exploded, and we were able to pivot and meet that boom head-on. But the sport landscape moves quickly. In two years, it might be a different fitness trend, and we’ll have to adapt again.
Steve: That’s a brilliant insight. One final question — as you've shifted from physio to founder to CEO, how has your view on brand and business changed?
Randall: It’s been a complete 180. I used to think business was all about making money. As a physio, I thought, “At least I help people.” But through Premax, I’ve seen that brands can genuinely help people too.
One story that stuck with me — during Melbourne's COVID lockdowns, a swimmer emailed us. She couldn’t swim in pools anymore and started swimming in the bay, but her wetsuit gave her terrible chafing. She found our products, used them, and said it changed her life during lockdown.
That hit home for me. A good brand — one with real values and commitments — can have a profound impact. I’m now a student of branding and business, and I’m grateful for the journey.
Steve: Credit to you, Randall. It’s been an absolute pleasure working with you, and fantastic to have you back seven years later to reflect on the journey.
Randall: Thanks, Steve. It’s been great.
