As Chief Marketing Officer, I led marketing through a period of significant brand and commercial growth, increasing functional maturity and partnering closely with the Executive Team to evolve how growth was delivered.

My focus was on reshaping how growth was delivered, bringing clarity to the role of brand as a long-term driver while strengthening its connection to performance.

At the center of that was the development of the "Imagine" brand platform, built to drive greater awareness among millennials and establish the brand as an authoritative voice in the interiors space. A content ecosystem served both long-term and near-term demand, with culture embedded across PR and editorial, CRM and social to strengthen relevance and engagement in more meaningful, contemporary ways.

From that foundation, the marketing portfolio was rebalanced into channels that could both create and capture demand. Paid Social, creators and partnerships were scaled as complementary levers, algorithmic approaches to investment allowed spend to respond more fluidly to shifts in demand, and strengthened CRM foundations enabled more relevant, segment-led experiences at scale.

Running alongside this was a deliberate effort to raise the capability of the marketing function itself - clearer standards, stronger strategic thinking and a more integrated operating rhythm, underpinned by rigorous measurement and governance frameworks needed to make better investment decisions and secure CFO confidence.