For FMCG companies in need of Swagger.
Marketing Directors and VPs…
You're juggling departments, wrestling with global and local strategies, and trying to keep sales, marketing, and shopper marketing in balance. All while being the voice of the consumer.
It's a lot.
But where's the time for that when you're drowning in targets, P&L pressures, and retailers breathing down your neck for the next big thing?
It's a circus, and you're the ringmaster, but it doesn't have to be this way.
Let’s be real.
With a smaller brand, tighter budget and fewer eyes watching, your team could do some seriously cool shit.
They could cut through the noise and get back to what really matters - connecting with consumers and making your brand the one that comes top of mind when they shop.
So how can you inject that swagger back into what you’re doing?
1. Dig Deep
Study the history of your brand. Utilise secondary data and speak to brand loyalists.
Dig deep, go back to basics.
Focus groups, ethnographies, the works. Know your brand and consumer better than your agencies or retailers.
2. Simplify
Reduce any complexity into a plan that maximises your distinctiveness with the aim of targeting and measuring one or two meaningful attributes your brand should be known for.
Keep it focused, keep it impactful. Can you get by with just one objective?
3. Test and Execute
Find the sweet spot between global consistency and local relevance.
Test and then hammer your distinctive assets until they're seared into brains.
Test, refine, repeat.
Profits will follow.
That’s where I come in.
With 12 years at P&G, Unilever, and Nestle, I bring a unique 360-degree view of marketing and business growth.
I understand how all pieces fit together - from brand strategy to shelf execution, from global vision to local implementation.
One of my key strengths is handling complex brand situations.
I've worked with ‘masterbrands’ and overlapping portfolios as well as navigating the fine line between global brand guidelines and what works in local markets.
I've worked with businesses at every stage of growth.
This means I know the challenges companies face when they're just starting, when they're growing quickly, and when they're already big. More importantly, I can help you plan ahead to avoid common problems at each stage.
I keep things practical and simple.
I use data to make decisions, create clear strategies that everyone can understand, and focus on plans that actually work.
I don't just analyse - I know how to get things done because I've done it before.
Next Steps
I'm not going to sugar-coat it: marketing that is meaningful and actionable isn’t easy.
Step-changing your business capabilities and customer centricity isn’t easy.
But sometimes, the hard things to do are also are the right things to do.