Paul Reason

Appointed to build Bacardi's first Global Customer Marketing Centre of Excellence, I led a large, matrixed team with a mandate to transform how the business activates across the omni path to purchase — moving from fragmented, overly tactical, market-led execution to fewer, bigger, better integrated programmes that win for Bacardi and our customers. I redesigned the operating model, built a robust insight and execution planning framework, introduced instore creative excellence and testing standards, and established picture-of-success tools across channels. Underpinning everything was an award-winning global capability programme. The results were measurable: Commercial ROI up 22% (‘must win’ markets), $100m reduction in global trade spend whilst growing rate of sale, 66% of activations ‘green-zone’ tested, A+ digital shelf strength (priority customers), customer preference gains in key markets (Advantage/CGA), and a capability programme delivering >65% NPS. Recognised with three Gold Olé Awards for Fearless Learning, Challenger Mindset and Cross-Functional Collaboration.

Leading a number of large, complex global transformation projects with our senior stakeholder group to deliver significant efficiencies and drive our marketing effectiveness.

Led a 44-strong marketing function covering strategy, innovation, insights, and brand/shopper/customer marketing for this newly acquired business. Led the evolution of the business unit strategy from a singular brand focus (Peroni) to a house of brands, participating in new attractive spaces that drove significant growth for the business and our customers (NAB / Better for you, Premium Cider, Craft Beer and next generation lager). This agenda involved core growth complimented by organic innovation / expansion and M&A. Delivered +18% NSV CAGR, premium+ share gains, and brand power growth; ranked #1 in on-premise customer preference (Advantage Group). Secured Category Innovation of the Year and drove significant team engagement improvements. Led Fullers acquisition due diligence and integration, ensuring seamless commercial alignment

Responsible for Consumer Connections across Europe - media strategy, planning execution and evaluation (paid / earned / owned); partnerships / sponsorships and experiential. [Before being headhunted into Asahi].

Led the contemporary brand portfolio scaling revenue from $600m to over $1BN in this highly innovative and competitive beverage market. Architected a revised portfolio strategy to create distinct brand roles / propositions to maximize incrementality for the business. This involved new insight-led brand positionings / platforms, creating culturally rich brand ideas, creatively awarded communication campaigns and launching multiple disruptive innovations. Delivered 29.2% Net Sales CAGR, net contribution % growth, multiple innovations of the year, top-box / best in category / award winning campaigns. Our greatest achievement was creating the largest beer brand in Australia within 2.5 years.

Led a team of 12 with full accountability for the premium portfolio (super-premium lager, craft, NAB, RTDs, cider) in the highest (but declining) consumption per capita market. We sharpened the brand strategies; stepped up our creative campaigns; innovated in the core and new spaces; created compelling shopper / customer programming to convert equity to transaction. Achieved 18% y-o-y growth, multiple category innovations of the year, 75th percentile achieving campaigns, brand equity / key attribute growth and rate-of-sale increases. My remit expanded to include the regional management of the portfolio global management of the Pilsner Urquell brand.

Led a 45-person team with full accountability for category, customer, trade, and shopper marketing across the on- and off-premise channels in SABMiller’s largest European market ($350m EBITDA contribution). Delivered first share growth in 5 years and improved customer preference scores (Advantage Group survey) despite market decline and the huge growth of craft breweries and the economy segment.

Led a turnaround initiative for a suffering mainstream brand with a distressed price / equity ratio. Rebuilt brand positioning, new brand architecture, liquid reformulation, new innovation and the creation of a new visual identity. Within 12 months the business saw the strongest brand performance in 5 years including a significant improvement in quality perception, brand equity trend reversal and market-share stability.

Shaped long-term growth agenda for Europe (~$1bn EBITDA), developing the 3-year business unit strategy based on competitive analysis, profit pool development, consumer trends, channel shifts and internal sources of competitive advantage. Built the regional segmentation and demand space framework, led integrated business planning, led various M&A due diligence projects and was the investor relations lead for Europe.

Progressed from Analyst to Managing Consultant at CGE&Y in the Strategy & Marketing / Consumer Products & Retail practices. Leading high-profile transformation projects for FTSE 100 FMCG and Retail clients working on over 20 international cases (strategic reviews and growth assessments, consumer segmentation, market entry, portfolio strategy reviews and performance improvement)

Thesis: Organisational Ambidexterity: Managing the long and short-term agendas simultaneously (distinction)