Work
Regulated products. Premium brands. Private clients..
Banking, insurance, wealth and direct investing. A FTSE 100 premium portfolio. Luxury goods and services. In each one, the marketing, the operating model, and the team to run it.
01
Financial Services
Digital disruption. Regulatory overhaul. A pandemic. Market exits. A decade inside one of the most consequential periods in global financial services.
Over a decade across retail, commercial, and business banking, insurance, wealth management, and direct investing — both D2C and B2B through partnerships. The mandates changed. The environment didn't: regulated, competitive, and full of customers making high-stakes decisions who needed a reason to trust you specifically.
Regulated Product Marketing
Insurance, wealth, direct investing, complex lending. Every product requiring a different customer conversation and a different distribution model — advice-based, intermediary, D2C, and B2B through partnerships.
Digital Transformation
Managed the full transition from in-branch to digital operating model across thirty countries. Built in-country marketing capability in international markets that had never had it before. Agile marketing transformation across distributed teams and squads.
Crisis & Reputation
Accountable for all PR, marketing, and communications through COVID. Managed market exits — reputation, brand transition, and digital asset handover to acquiring institutions. Full corporate rebrand including physical assets across thirty markets.
Operating Model & Team
End-to-end targeted direct communications including insight, targeting criteria, customer journeys, and execution — each connected to acquisition costs, retention rates, and commercial outcomes. Teams built from zero, developed in-country, left with the capability to run independently.
02
Premium & Luxury Consumer Goods
02.1
FTSE 100 Premium Consumer Product
A decade at the frontier of one of the world's most complex category transformations.
A FTSE 100 portfolio across twenty-three markets and four regions. The category was not in growth — it was under coordinated regulatory attack across multiple jurisdictions simultaneously. The commercial mandate was to hold brand equity, defend market position, and maintain relevance with consumers whose relationship to the product was changing under external pressure, not internal product failure.
Premium Portfolio Management
Full brand ownership across Dunhill, Vogue, Lucky Strike, and Kent. Agency management across global creative and strategic partners. Double-digit volume growth on the Dunhill portfolio during tenure.
P&L Accountability
Full commercial mandate — packaging, pricing, product architecture, and distribution within remit. Pricing strategy developed in context of excise duty dynamics and illicit trade exposure — subject of MBA research with distinction.
Regulatory Compliance Commercialisation
Designed and implemented the public smoking transition programme across key commercial accounts. Converted a government regulatory mandate into a funded partnership model — capital expenditure proposals, physical environment redesign, signage, and staff education.
Upstream Marketing & Product Innovation
Embedded in the product innovation function alongside the commercial role. Translated Voice of Customer intelligence and regulatory foresight into product design decisions for a category mid-disruption. Chemistry background (BSc, First Class Honours) earned a seat at the technical table.
02.2
Luxury Goods & Services
Fifth generation Jewellery House.
A private custom division alongside retail business; seen only by appointment and never advertised with supply bought through houses and dealers the business had worked with for generations.
Private Client Development
A small book of clients, seen by appointment, with the only route in an introduction from someone already on it. Referral and repeat commission were the whole pipeline, which made referral something to track: who introduced, how often, and what had happened on their own piece beforehand.
Craft & Production Technology
Hand drawing, CAD, mould-making and casting ran alongside each other. The technology shortened the distance between a client's idea and something they could hold, and made variation cheap enough to test before committing metal. It stayed away from the parts of the work the client was paying for. Where that line sat was a decision taken piece by piece.
Clienteling Infrastructure
Specified and built the client record system and the client-facing site that ran the division. Client history, stones held, provenance, occasions, and commission specifications in one place, so the knowledge sat with the business rather than with whoever had taken the last call.