We are an innovative creative agency. At the intersection of culture, lifestyle, fashion and technology, we partner up with brands to help them materialise an elevated experience from the inside out. Together, we grow communities and tell stories people care about. Our work is ambitious, compelling, and meaningful.

Pentland Brands is an internationally focussed business, powering some of the worlds most beloved sporting and lifestyle brands.These brands include Speedo, Berghaus, ellesse, Canterbury of New Zealand, Endura, Mitre, SeaVees, KangaROOS and Red or Dead, Kickers and a partnership with Lacoste. Key Accomplishments Re-developed and streamlined the Brand strategy and annual marketing planning processes across each brand in the portfolio, across the UK, Europe, Asia and USA. Giving Board visibility over brand positioning, growth and investment opportunities in portfolio.Aligning internal functions in matrix operating model to annual brand plans; brand management, product development, commercial and digital.Accountable for all global marketing budgets against plans across the portfolio and managing key media relationships.Delivered critical and complex project, developing and launching global platform for digital assets and data management, for brand supporting functions and international partners and licensees. Resulted in driving brand consistency, reduce development time, adding significant cost savings.Built talent capability programme across the portfolio and functions focussing on the aspects of brand management.Enrolled in the “Emerging Leaders” programme as a reward for my consistent success across the business.

Pentland Creative is the in-house agency for Pentland Brands. A fully integrated agency that delivers end to end creative for the 9+ brands in the portfolio, for B2B and DTC. Pentland Creative is based in London & Hong Kong. Appointed as the wider organisation was redesigned, to together with the Agency Director reestablish the existing in-house team as the preferred creative partner.Defined the in-house agency’s global strategy and creative services, creating its own agency brand identity and comms strategy.Redesigned the end to end creative process from linear to matrix, and established new collaboration frameworks with portfolio brands. Evolved the creative team structure, roles and development opportunities.The transformation led to a 200% increase in project commissions, doubled profits and reducing 3rd party costs by 25%.Launched onboarding and mentorship programmes, emphasis on team culture, creative community, idea-sharing environments. Won Campaign’s annual Best Places To Work awards 2019. Introduced budget forecast management, project and resource planning, budget and cost management practises.Accountable for global project pipeline; planning, resourcing, deliverables, budgets and deadlines.Drove agency transformation through change management principals, continuously adapting feedback, driving engagement and stakeholder management.

The home of global football fan culture. Copa90, part of Big Balls Media, is a football media business providing content to digital audiences including football culture, documentaries, and interviews with players from the game. Copa90 distributes its content to over 8.5 million cross-platform followers.During investment and growth phase, I was appointed to align global operation with newly acquired New York branch; cultural, process, systems, ways of working. Develop a recruitment process, hiring practises and introduce an onboarding programme. Evolving the budget management process, revenue forecasts and negotiating preferred suppliers.Leading the project of office relocation, creating a Business Contingency Plan, including updating of insurance policies and liabilities.

Holler was a creative agency within the Leo Burnett/Publicis Groupe, specialising in social and digital marketing. Accountable for the end-to-end process, project projections and pipeline. Responsible for the agency culture, onboarding, rewards and PDR process whilst growing to double the number of employees.Responsible for budget, forecast management and integration of the Publicis Groupe practises and policies, during the acquisition transition period.