Working with London agency, Creative Leap, we developed a coherent brand architecture, market positioning and refreshed propositions for their range of global car refinishing products. Global research and close collaboration delivered a successful programme.

ALD Move leads on the emergent new category of MaaS (Mobility as a Service). Opening up a completely new target audience for ALD, I was appointed to uncover the barriers and obstacles to market entry across 5 European markets. A complex and challenging programme of work.

A small, fast-growing financial planning business with a strong ‘client-first’ philosophy, Anderson needed to clarify and define their brand and promise. Together, we created a fresh identity that reflects the quality of their service.

Starting with a new global customer segmentation analysis, the brief then extended into translating this information into focused product propositions and then validating and testing these. A close, intensive collaboration project bringing together data and insight.

Bristol’s biggest trainer and provider of Apprentices, my role here was to establish a deeper understanding of the employer marketplace and connect this with the internal communications team. Working with the SMT and in-house marketing we moved confidently forward.

Working with London agency, Emperor I led the planning and postioning thinking for Dow’s fascinating new foam tech which allows a mattress to be customised precisely to a sleeper’s preferences for firmness and comfort. Breaking new barriers in a traditional mkt.

Brands resonate everywhere, even in primary extraction industries like mining. The dispersed and disconnected comms, PR and campaigns people needed external help to prioritise and clarify their brand and its assets. From the CEO downwards, we got the answers!

I led a transformation from ‘non-brand’ to ‘strong-brand’ in a few short months. This included research to unearth the unacknowledged superpowers of this great software; positioning, name change, new visual identity, website and marketing plan. Successful sale and exit followed.

Poland’s leading flu remedy needed a brand overhaul. Working with Pharma specialists, Creative Leap, we Ied the re-positioning strategy using in-depth corsumer research. The abiding Gripex reputation for strength shifted to ‘targeted power’ reflecting consumer preferences.

Working alongside London marketing agency, Emperor, the assignment was to identify a competitive positioning fo this successful city finance deal-maker that would differentiate and capture their personality. A new identity, positioning and tone followed.

Britain’s oldest telecoms provider, Kingston Communications, had never commissoned in-depth customer feedback before. In advance of a group brand review, I fed back some surprising news to the senior managment team! My work laid the groundwork for the brand overhaul.

Heritable Bank, a subsidiary of Icelandic banking group, Landsbanki, needed a full brand makeover. This was major programme of work where I pulled together new creative and digital agencies and managed a full re-work and launch - including a new website - in 4 months!

In advance of the launch of a new digital customer maagement platform, LeasePlan needed to understand where the critical brand connection points were right through the full customer journey experience. I led a deep study of this generating vital insights.

In 1999, Lloyds Bank and TSB were merged to create the largest UK retail bank. I joined the group during this this exciting period. As research manager (‘97-’99) I worked with the brand agencies and advertising agencies and the SMT to deliver a successful transition.

From 1999-2006 I was Group Brand Strategy Manager for the Lloyds TSB Group. Building on my experience of developing and researching brands I then led a number of projects developing new sub-brands, including new identities for Private Banking and investment sub-brands.

Mango provided training for humanitarian NGOs in every far flung corner of the globe. I worked closely with them for a year and upgraded their identity, CRM capabilities, website and re-oriented their strategic focus to in-house trainings based on my income analysis.

A new, up-and-coming drilling contractor, Meridian Drilling required a brand and identity. I worked with the owner and developed a creative brief fit for purpose. In a highly competitive niche industry, they had to stand out from the crowd.

I am co-founder and owner of MindHarp - a unique and innovative web-based product that enables anyone to engage actively with music for mindfulness and wellbeing outcomes. Of course, I am responsible for all aspects of brand, website and business development.

The highly competitive private schools market struggle to differentiate. Monkton Combe is a small, unshowy institution. As I discovered, it has brand superpower which is the extraordinary experience is gives to its pupils. This insight led a truly differentiating new brand look.

National Friendly first asked me to explore the brand heritage of this 19th century institution to see if there were ‘nuggets’ to be found. My relationship evolved into supporting marketing strategy and team training, coaching and mentoring. I upgraded their website UX and dashboards.

Where it all started. Early in my marketing career I joined the start-up that would soon change the brand rule book. I worked with the small founding team, headed up by Chris Moss, to evolve and launch the Orange brand. The perfect brand success story at launch.

A new software servicing company with lots of ambition and bright people but with little understanding of their audience and the markets they wanted to operate in. I helped them make sense of their target audiences and provide the insights necessary to plan new services.

When th IFA market went through a major transformation it was clear that there was going to be a big shake-out. I helped them understand the key connection points for both end customers and intermediaries. I tested and developed a range of new ideas and propositions.

A niche sub-brand fo the UK’s largest salad leaves producer, Steve’s Leaves is a sub-brand that the owners were passionate about. Listed in Waitrose and top delis, they wanted to understand their competitive positioning so I analysed, tested and provided insight to guide brand.

A major engagement where my brief was to re-focus the marketing plan based on insight and end-user needs. I untangled the many diverse audiences and worked alongside the marketing team and the Principal. Outputs included digital and brand change.

I was commissioned to explore market gaps, opportunities and growth potential for their successful Executive Leadership training programme. With HGKC I delivered a clear product plan, architecture and proposition developed and accepted by SU Business School.

A successful SMB, TC were ready to upgrade their market-facing identity and establish some clarity regarding their market positioning. I led a detailed market review and worked closely with the client team and external design resources to sharpen their look and personality.

The UK distributors for the charm beads creators, Trollbeads, needed support as they grew rapidly and had no marketing resource. I undertook a detailed review of their retail partners and upgraded their design and marketing supplier-base, ensuring a professional presence.

I am currently developing a relationship at many levels at UWE, working with student bodies, academics and their internal Wellbeing Team augmenting and evolving their wellbeing provision with MindHarp. Exciting plans are evolving. Watch this space…

Working with management consultants, HGKC, I worked alongside the MD to evolve a new strategic plan for music provision in the region. This included guidance on product and a work-able marketing plan and the kinds of resource needed.