When consumer brands hit a growth ceiling, here’s what I fix
15+ years leading marketing and commercial teams at The LEGO Group and Bestseller A/S
I specialise in inflection points where consumer brands get stuck: in the
- Revenue has plateaued and nobody’s sure why
- The brand positioning that got you here won’t get you there
- Market expansions is messier than expected
- Teams are working hard but not aligned on what matters
- E-commerce and retail strategies are pulling in different directions
I’ve spent my career operating at the intersection of brand, commercial growth, and team leadership — and I know how to move all three forward simultaneously.
Track Record
The LEGO Group: LEGO Nordics – led 23 persons marketing team to do double digit sales growth with 97% team engagement
Festival of Play: 180% increase in ticket sales, secured Universal Studios partnership
Pieces: 15% revenue increase through brand repositioning and product strategy
Pieces and Mamalicious: 10% revenue growth and positive EBIT through brand merger
My approach
Commercial clarity first.
I dont start with creative or campaigns. I start with: what needs to move the revenue line? Then build backwards from there.
People and strategy move together.
High engagement (97% at The LEGO group) isn’t about perks. It is about teams understanding the strategy, believing it matters, and having the tools to execute.
Complexity is where I thrive.
Brand mergers, team restructures, cross-market launches. Most transformations fail in execution – that’s where I focus.
gulshanoy 