I've spent over fifteen years working across product and marketing, not in sequence, but at the same time: product marketing at Speedo, category and marketing leadership at ASICS and Dunlop Slazenger, combined marketing-and-product leadership at 2XU and Herbalife, and agency side, running comms and campaigns for clients with no product of my own to lean on. That's given me a particular way of working. The range and the story get built together, so the range knows what it's for and the story knows what it's selling. It means reading a category for what it actually is, not for what's trending, and building from that, not from hype. That's the discipline Brookvale Works brings to the table.
Over fifteen years inside the brands, and agency side for some of the world's most recognised names. Mature categories grown, broken ones fixed, and most problems along the way.
Line planning, seasonal direction, and margin strategy. This is the core discipline, built owning multi-category portfolios across performance apparel, licensed, and Sportstyle, where every SKU had to earn its place through sell-through, not sentiment. The commercial maths gets settled before the design brief is written.
Launch sequencing across wholesale, retail, and DTC, with the range plan and the campaign plan built as one. Most launch failures aren't creative failures. They're calendar failures: product, marketing, and sales working to three different clocks. The fix is one seasonal framework, from range brief through to campaign in market.
Positioning built on what the category and the buyer actually reward, not on aspiration borrowed from somewhere else. Consumers choose from a repertoire, so the job is distinctiveness people register, delivered consistently enough to compound. Diluted positioning shows up on the P&L as discounting. The work runs from positioning through creative direction and activation, built on real insight, not hype.
Over fifteen years across sportswear, wellness, airlines, banks, festivals, and football clubs, brand side, agency side, and freelance, and the same split kept appearing everywhere: product and marketing in separate departments, launches landing flat, everyone blaming execution. When the same failure shows up in a compression brand and a building society, it isn't a talent problem. It's structural, and good teams fail this way because the structure makes it inevitable. I also know it's fixable, because I spent six years at Speedo inside one of the few organisations that runs product and brand as a single system, with a workflow as sophisticated as anything in the industry. Brookvale Works exists because I've seen the discipline done properly, and I know how to build it where it's missing.
Category and product management at ASICS across performance apparel, licensed, and Sportstyle: six years running a multi-category portfolio spanning the full performance-to-lifestyle spectrum. Grew Sportstyle by 40% between 2019 and 2022 by reading the lifestyle-crossover shift early enough to build for it, and returned a loss-making licensed range to cost-neutrality through tighter range control.
Regional and global marketing leadership across ANZ, EMEA, and North America, covering brand strategy, creative direction, integrated campaigns, and physical activation. Conceived and led major integrated brand campaigns built on sport partnerships, alongside global brand reset work in performance compression and recovery apparel.
Part of Dunlop Slazenger's team that took the brand to Beijing 2008, then part of Speedo's team through the innovation cycles for London 2012 and Rio 2016, doing the product and brand work that actually happens in the years before the Games, not during them, both genuinely integrated product-and-brand operations under the world's scrutiny. Also revitalised two of the biggest codes in Australian sport, the Wallabies and Cricket Australia, at ASICS.
Every brand starts as an empty room. The work is deciding what goes on the wall — and what doesn't.
How the work runs
The capabilities above are what I do. This is how an engagement actually moves: understand the commercial reality, design the fix, then stay to build it.
Range structure, margin, channel mix, and brand position assessed against the market you're actually in, not the one the last strategy deck described. You get an honest read, including the parts that are uncomfortable. Not to score points, but because you can't fix what nobody will name, and naming it together is where the work starts.
Positioning, range plans, and launch sequencing your internal teams can execute without me standing over them. Blueprints written for the people who have to build from them.
Where it's useful, I stay embedded, running launches, retail programmes, and partnerships directly, inside your calendar and your P&L. Some engagements stop at the blueprint. I'd rather see it land.
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Tell me where your brand sits, whether that's pure performance, pure lifestyle, or somewhere on the road between, and the commercial problem in front of you. If I'm not the right fit, I'll say so and point you somewhere better.
Prefer email? hello@brookvaleworks.com
