CHALLENGE
I inherited a one‑person Brand & Content function operating on a shared US $1.5 million budget with no global strategy, governance or scalable processes. Regional teams worked in silos, there was minimal engagement with sub-brands, and the team simply did not have the resource or structure to support DP World’s growth or business transformation ambitions.
STRATEGY
I led a five‑year, end‑to‑end brand transformation programme, beginning with competitive tenders to appoint specialist agency partners and the formation of a Brand & Strategy Council for executive sign‑off at each milestone. We then built a unified brand architecture and refreshed visual system to convey modernity and connectedness.
I oversaw the creation of message houses, the launch of a new brand purpose, and the implementation of governance workflows underpinned by technology solutions. A central digital‑asset management platform, playbooks and e‑learning modules ensured swift, consistent rollout across all markets, and every element was codified in a comprehensive brand policy.
EXECUTION
Over six years, I expanded our budget from US $1.5 million to US $37 million and grew the team from a single role to an 18‑strong, global multidisciplinary unit. Throughout this period, I followed a strategic roadmap that delivered a marked increase in brand value while remaining agile to address evolving business needs.
By shifting from ad‑hoc execution to a strategic and trusted consultative function, we enabled consistent brand and content roll‑outs and established a genuine centre of excellence that elevated DP World’s communications and campaign impact, winning multiple awards.
Above are several slides, a curated selection from my full Brand & Content Centre of Excellence deck, with sensitive details redacted for confidentiality. They illustrate the CoE’s five‑pillar framework:
Brand Evolution – Tracing DP World’s journey from fragmented sub‑brands to a unified master‑brand architecture, signalling our strategic shift.
Roadmap – A phased plan (Elevate, Engage, Sustain) that prioritises awareness‑building, stakeholder engagement and long‑term governance.
Governance and Operations – The backbone of theCoE, including the Brand & Strategy Council, SLAs, BrandSpace asset management and technology‑driven workflows.
Brand Experience and Management – How we activate the brand across customer, employee and stakeholder touchpoints through immersive campaigns, training and shared‑services collaboration.
Performance and Measurement – Brand‑health scorecards and KPI dashboards that translate every activity into clear metrics on awareness, trust, engagement and financial value.
This excerpt demonstrates how I translated strategic objectives into tangible structures and tools for global consistency, and built a global Brand and Content Centre of Excellence.