The challenge

Food and beverage brands operate in fast-paced, margin-sensitive environments where brand, experience, and revenue are deeply intertwined. Many struggle with fragmented marketing, inefficient sales processes, and under-leveraged events and partnerships.

The approach

Across senior roles in hospitality groups in London and New York, I led integrated marketing, sales, and events strategies — bringing structure, clarity, and commercial focus to complex operations.

My work included:

• Redesigning brand guidelines and websites to improve customer journey

• Aligning marketing and sales teams around clear targets and processes

• Introducing CRM systems and sales collateral to improve conversion

• Designing and delivering high-touch events and experiences for enterprise clients, HNWIs, and nonprofits

• Supporting ownership transitions and major venue launches with clear communications and stakeholder management

The impact

• Delivered a 35% increase in overall revenue following brand and website redesign

• Achieved 25% year-on-year growth in events revenue

• Improved conversion rates from 10% to 24% through better sales enablement

• Reduced annual operating costs by $65,000 through streamlined team structures

• Achieved 94% repeat business through consistently strong delivery and client experience

• Exceeded revenue targets and increased inquiries by 50% through award-winning marketing initiatives

Why this matters

This experience informs how I approach all brand and communications work today. With a strong understanding of customer experience, commercial pressure, and the importance of execution that delivers measurable results.