International growth isn't a distribution problem. It's knowing who your consumer is when you get there.
Let's talk →The problem
Brands go international carrying assumptions they don't know they have. About who the consumer is. What matters to them. How they decide.
The ones that get it right aren't smarter. They have someone holding the thread — who they're talking to, what they're saying, and where.
How I work
About
Product marketing starts with the consumer and works backwards. Twelve years across brands, markets and categories has only sharpened that instinct.
Grew up in London. Worked across Europe, Latin America and now LA — always inside international consumer brands, never agency side. I think like one of your team and make sure the strategy actually lands.
Selected experience
Multiple markets across Europe and APAC, launched simultaneously. Every market had a different consumer relationship with the product. We rebuilt positioning for each — no assumption that what worked at home would travel.
Aggressive expansion targets, significant funding. Before budget was committed, we mapped which cities had the demand dynamics and competitive gaps that fit the model. They entered markets better-funded competitors had overlooked.
Strong home traction, first international expansion. Product the same — consumer relationship with fitness wasn't. We rebuilt the communication strategy around who the Australian consumer actually was. Significant year-one growth, acquisition cost below baseline.
Entered Mexico with home-market assumptions that didn't translate. Channels, triggers and category dynamics — all different. We rebuilt go-to-market from first principles. Conviction over guesswork, investment came in below plan.
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