Support for difficult Marketing Brand Problems

DSV is the world’s largest transport and logistics company. Its marketing has to work across six industry verticals, four product divisions, multiple customer segments and more than 90 markets.

The job was not simply to write another global strategy. It was to build a coherent approach that could guide global, regional and local decisions without ignoring the differences between industries, products and markets.

Working directly with the global CMO, I am developing the marketing strategy and the frameworks that connect business priorities with what actually drives purchase decisions in B2B logistics — from acquisition and retention to trade fairs and major industry moments.

I am also supporting organisational design, process development and the implementation of AI across the marketing organisation.

Saxo wanted to grow awareness and preference among experienced investors and traders globally. But it was competing in a crowded, price-driven category full of bland, bank-like advertising.

Investors do not only want to protect their money. They want to put it to work. And with more tradable instruments than its competitors, Saxo gives money more things to do.

We dramatised the product advantage of more than 75,000 tradable instruments by giving money a voice — and showing that, if it had a choice, it would choose Saxo.

Burger King had shifted its global brand strategy from Have It Your Way to Be Your Way. But as more brands began celebrating individuality, the platform risked feeling generic and imported in the UK.

British youth do not always express individuality through grand rebellion. More often, they do it by being cheeky — taking what is expected and giving it their own twist.

We positioned Burger King as the destination for cheeky detours: a British expression of the global brand idea that felt natural to the product, the audience and the culture.