Boeing Max 737’s twin crashes, Volkswagen’s Dieselgate scandal, worms in Cadbury’s chocolates, cyanide in Tylenol, the #MeToo movement… In the past 24–48 hours, chances are you have read about a brand believed to have transgressed in some part of the world. These and other transgressions – real or perceived – plague company brands and, as in the case of the #MeToo movement, human brands, routinely and globally. And they often come with serious consequences: consumer injury, billions of dollars in recovery and restitution, legal nightmares, bankruptcy, and damage to the brand. Despite their universal prevalence, negative outcomes, and the justified media frenzy around their occurrence, in-depth, thorough, and critical reflections on brand transgressions are scarce. Consequently, barring the lens of some quick-fix solution, managers lack a precise understanding of how to handle such potentially explosive situations.