TIER - Regional Reset
Guiding a regional marketing org across markets and cultures
The Brief
As TIER expanded rapidly across European markets, I built and led a regional marketing and creative organisation spanning brand, communications, design, and production. Teams operated across countries with very different cultural norms, market maturity, and ways of working, from highly centralised to deeply localised models.
The challenge was to enable consistent brand and campaign delivery across markets while respecting regional differences, and later to adapt that organisation as the business moved from hypergrowth into the race for profitability.
The Work
I focused on building regional coherence without cultural flattening.
This meant designing ways of working that allowed local teams to retain relevance while contributing to a shared regional direction. I worked closely with market leads to understand where autonomy mattered most, where standardisation created value, and how to balance speed with alignment across cultures.
As priorities shifted, communication became the primary tool. I ensured teams across markets had a clear understanding of the strategic context and decision-making logic, creating transparency before introducing structural changes. I held direct conversations with team members to re-scope roles in line with evolving regional needs, recognising that different markets required different levels of support at different times.
Working with senior leadership, I translated brand and marketing ambition into a leaner regional operating model, reducing overlap between markets while protecting narrative, craft, and delivery. Throughout, we continued to deliver campaigns, using momentum and visible output to maintain trust during uncertainty.
The Outcome
The organisation ultimately consolidated into a much smaller central team, with regional leadership roles reduced as part of a broader business reset. Two senior team members took on expanded responsibility, covering brand and production across markets to ensure continuity and quality.
While the scale of the organisation changed significantly, the transition preserved brand standards and provided clarity at a difficult moment. The experience reinforced a leadership truth that continues to guide my work: regional organisations require different structures at different stages — and clarity, honesty, and cultural sensitivity are always non-negotiables.