WHAT ARE WE TRYING TO CHANGE?
Business and marketing objectives first. The work should have a purpose beyond looking good.
FIRST,
WHY?
I want to know what needs to change, for whom and why. Then I choose the research, strategy, channel mix and creative answer that make sense for that situation.
STRATEGY / MEASUREMENT / CREATIVE DIRECTION / MANAGEMENT
01 / THE FOUR QUESTIONS
WHO NEEDS THIS TO MATTER?
Motivations, behaviours, context and the situations in which people enter the category.
WHAT ELSE ARE PEOPLE CHOOSING?
Perception, differentiation, category conventions and the alternatives already living in their minds.
WHAT CAN WE PROVE?
Real benefits, barriers and reasons to believe. A good brand promise needs a real product underneath.
DATA IS USEFUL WHEN IT
CHANGES THE DECISION.
I use qualitative and quantitative research, audience segmentation, competitor analysis, Brand Health Tracking, internal analytics and workshops. The depth depends on the size of the decision and the cost of being wrong.
When a formal study is not possible, existing customer evidence, founder experience and team knowledge can help narrow uncertainty. They do not replace user research. I use intuition to question a risky conclusion, not to ignore contradictory evidence.
EXAMPLE / G GATE CAMPResearch changed both the message and the media mix.
Audience interviews pointed to Telegram and peer networks as critical discovery routes, so the team concentrated efforts on more relevant channels.
READ THE CASE ↗BRAND WORK ISN’T
JUST THE TOP.
I’m comfortable working from awareness and consideration through acquisition, experience, repeat behaviour and retention. Brand strategy can influence every stage, although the right intervention is not always a communication campaign.
01 / MENTAL AVAILABILITYAWARENESS
SALIENCE
SALIENCE
Do people know us and remember us when a category need appears?
02 / PERCEPTIONCONSIDERATION
PREFERENCE
PREFERENCE
What do people believe? How do we compare? Why would they choose us?
03 / COMMERCECONVERSION
ACQUISITION
ACQUISITION
What stops the decision? How does brand perception relate to funnel movement and acquisition cost?
04 / RELATIONSHIPREPEAT
RETENTION
RETENTION
Why do people return, recommend us or spend more over time?
I look for connections between brand tracking and business metrics such as conversion, customer acquisition cost, retention and lifetime value. Correlation is a clue, not proof of causality.
THINK IT.
ALIGN IT.
MAKE IT REAL.
Brand platforms, positioning, tone of voice and campaign strategy only matter if people can use them. I work with designers, creatives, production partners, product teams and senior stakeholders to turn direction into decisions.
I lead research programmes, strategic workshops, creative reviews, briefs and implementation discussions. I’ve operated as an in-house lead, an agency strategist, a consultant working directly with brands and a strategic partner to other agencies.
4×expanded creative team scope in a Karuna leadership role
+25%internal client satisfaction in that period
THE RIGHT IDEA.
THE RIGHT FORM.
Some challenges need a positioning system. Others need a film, music, partnership, product moment or live experience. I don't start with a favourite format. I start with the brand's job.
My role can cover idea development, scripts, copy, stakeholder presentation and production direction. I partner with specialists to deliver video, AI, design, motion and other crafts while keeping strategic intent intact.
THE WORK. THE PERSON.
Want to see what these decisions led to? Explore the projects. Want to know more about the person behind the work? Start here.