Brands grown into category leaders.
SCI-MX grown to £45m revenue, number two in UK sports nutrition, sold to Samworth Brothers.
Cake Box brand and digital transformation, +5pts awareness and 7% like-for-like.
Neptune Rum, Three Cents, Bottega, M&S Food and FRijj. Scale-up to PLC board.
Growth comes from being easier to choose.
Brands grow by reaching more buyers and being easier to bring to mind and easy to buy. Distinctive assets that get you noticed and remembered, a clear point of difference, and the mental and physical availability that turns awareness into the default choice.
Equity built deliberately and tied to the commercial numbers: penetration, margin, loyalty and like-for-like.
From insight to impact.
Insight, Strategy, Growth, each building on the last. Brand strategy turns equity, differentiation and loyalty into commercial growth.
Insight
Understand the market and customer, size the prize, and find the space worth owning before spending on it.
Behind "How Britain Eats and Ages" and the future-foods calls at Samworth.
Strategy
Positioning, architecture and the 1, 3 and 5-year plan that make the brand a commercial asset. Real equity thinking, not a moodboard.
The approach behind the Cake Box refresh: +5pts awareness, 7% like-for-like on £3m.
Growth
Develop the brand and the proposition pipeline that grows it, from premiumisation to new launches.
Took SCI-MX to number two off 25-plus launches; moved FRijj to premium.
Fractional or project.
Fractional
OngoingA part-time brand director, embedded in the business. The brand owned as a commercial asset month to month: strategy set, team led, plan held, without the full-time cost.
Project
DefinedA defined piece of work: a market and insight review, a brand strategy and positioning, a refresh or architecture, an innovation sprint, or a brand training programme for the team.
Most clients start with a project and move to fractional once they have seen the difference.
Fractional, full-time or agency.
Three ways to bring brand leadership into a business. The right one depends on the stage, not the budget.
Fractional
Director-level ownership of the brand, embedded in the business, scaled to the hours the brand needs. Strategy and the team led from inside, accountable to the commercial numbers.
Full-time hire
The right answer once the brand is large enough to keep a director busy every day. Slower to land, harder to unwind, and rarely the fastest route to a step change for a scale-up.
Agency
Strong for execution and capacity once the brief is clear. Weaker at owning the strategy, carrying the number, or leading the in-house team day to day.
Not an agency or a junior hire.
For founders and leaders with a product that deserves a stronger brand, and teams that need senior brand leadership above them or built into them.
A director who has carried the number
Not an agency selling decks or a junior running the brand.
Equity tied to the numbers
Penetration, margin, loyalty and like-for-like, not just look and feel.
Fifteen years, every scale
FMCG, retail, drinks and hospitality, from scale-up to PLC board.
AI where it sharpens the work
Used quietly, not as the headline. Craft and commercial judgement first.
Brands built as assets.
SCI-MX Nutrition
Grown to £45m revenue, up 39% YoY, number two in UK sports nutrition, sold to Samworth Brothers. 25-plus new products and international launch.
Cake Box PLC
Brand and digital transformation to £90m-plus revenue. A refresh adding 5pts awareness and 7% like-for-like on a £3m budget; e-commerce scaled to £21m.
Samworth Brothers
Chaired the group marketing board, led the "How Britain Eats and Ages" programme, shaped the Perfect Redd future-foods investments.
Dairy Crest FRijj
Shifted the brand from promotion-led to premium with the FRijj Supreme launch.
What boards and teams say.
“An outstanding marketing leader, able to quickly assess a business, develop a strategy and implement at pace.”
“A very broad marketing, e-commerce and brand skill set, deployed expertly in new business environments. An agile self-starter who does not need a sizeable budget to hit the goals set.”
“An exceptional marketing leader and mentor. Strategic vision, work ethic and unwavering support that made a lasting impact on the team and the business.”
“Very clear in what he seeks from agencies, and very commercially focused.”
Brand leadership, answered.
What does a fractional brand director actually own?
The brand as a commercial asset. Positioning, architecture and the plan that grows it, plus the team that delivers it. The work is accountable to penetration, margin, loyalty and like-for-like, not just to look and feel.
How is this different from hiring an agency?
An agency is strong on execution once the brief is set. A fractional director sets the brief, owns the strategy and leads the in-house team, sitting on the inside of the business rather than supplying it from outside.
Should a smaller business start with a project or go fractional?
Most start with a defined project, a market and insight review, a positioning or a refresh, and move to fractional once they have seen the difference. The project proves the value before any ongoing commitment.
Which sectors does this brand leadership cover?
Fifteen years across FMCG, retail, drinks and hospitality, from scale-up to PLC board, including SCI-MX, Cake Box, Samworth Brothers and Dairy Crest FRijj. The thinking transfers wherever a product deserves a stronger brand.
Brand is one point of the triangle. Once it is set, the others compound it.
Build a brand that commands a price.
Share where the brand is now and where it needs to get to. The reply: a clear view of what it would take.