They’ve helped turn premium brand positioning into better pricing, wider distribution and stronger sales. That’s the value this leader brings: the ability to see where a portfolio can grow, make the commercial decisions that matter and bring teams along to deliver it across international markets. 

Across a substantial portfolio of consumer brands, they’ve made the difficult decisions behind premiumisation: how to structure the range, where each brand should sit and which identities needed a rethink. That work was grounded in consumer insight and close collaboration with commercial teams, so the strategy had a practical path into the market. 

Their international career also spans commercial planning, trade marketing and luxury brand building. Working with in-market teams, they’ve used partnerships, brand activations and digital storytelling to reach new audiences and make a brand compelling beyond the product itself. 

More recently, their responsibility has extended into premium customer experiences, including hospitality and major events. They’ve improved the commercial performance of experiential activity, managed significant budgets and built and led teams across marketing and operations. That gives them a grounded understanding of what it takes to deliver a strategy, not just present one. 

They are comfortable asking the questions that matter: where should the business invest, what will customers value and what will it take to deliver? That mix of creative judgement, commercial discipline and practical leadership would be an asset to a business with serious growth ambitions.