marketing transformation
We’ve worked out what needs to change,
now it needs to happen
The Assessment gives you the strategy and roadmap. Transformation is where Brancha stays in the business to make it happen.
Build the foundations
months 1-6
The first phase is about moving quickly on the priorities identified through the Assessment. By this point, we know what needs to change and why.
Brancha moves into delivery: establishing the foundations the business needs and getting the major work underway. The exact work differs by company, but the objectives remain the same.
Clarify who the business needs to reach, what those audiences need to understand and how the company should communicate its value.
Develop the existing team, clarify responsibilities, address capability gaps and, where needed, recruit the right people or prepare for permanent leadership.
Lead the strategy and brief the right specialists when a brand or website change is justified, rather than rebuilding simply because something feels old.
Build activity around customer needs and commercial priorities rather than a list of channels the company feels it should be using.
Make clearer choices about conferences, partnerships, PR and other third-party activity.
Put in place systems and ways of working that make marketing easier to plan, prioritise, deliver and measure.
Decide where external expertise is needed, whether existing partners are right and how they should be briefed and managed.
Give leadership a clearer view of what marketing is doing, why it matters and whether progress is being made.
Move quickly from diagnosis to a marketing function with the foundations it needs to perform.
Marketing should already feel different
six months in
Six months isn't the end of the Transformation. It's the point at which the foundations should be strong enough to build on.
Brancha is deliberately hands-on. Once we know what needs to change, I move quickly to turn decisions into action.
That doesn't mean rushing important work. It means maintaining momentum: making decisions, briefing the right people, removing blockers and keeping multiple workstreams moving in the same direction.
Strategy shouldn't spend six months sitting in a deck
momentum matters
By the end of the first six months, the aim isn't to have everything finished.
It's to have foundations built, major work underway and marketing operating with clearer direction.
The second phase is about helping the new marketing function operate in the real world. Brancha stays alongside the business, providing senior marketing leadership while the new structure beds in and the changes become established.
Embed the change and build momentum
months 7-12
Workstreams start separately. By month twelve they run as one marketing function.
Build something that doesn't depend on Brancha
the end goal
After the Transformation phase, the business should have established ways of working, active programmes and a team that understands what marketing is trying to achieve. From there, the next step might be:
Permanent leadership
A senior marketing leader is recruited and Brancha transitions responsibility.
Internal team
The existing team takes ownership and continues the plan.
Ongoing support
Brancha remains available in a lighter advisory capacity where useful.