Director of Brand Management PAD

Le Directeur de la Marque chez On définit la vision marketing à long terme. Ce rôle offre une opportunité unique de travailler dans un environnement dynamique et collaboratif.

Tâches

• Établir une vision à trois ans alignant produit et marketing.

• Piloter l'excellence marketing en collaborant étroitement avec l'équipe.

• Utiliser les mesures pour identifier des opportunités de croissance.

Compétences

• Expérience en stratégie de marque ou marketing, idéalement dans le sport.

• Compétences en leadership et en communication.

• Capacité d'analyse des données pour orienter les décisions.

In short
The Director of Brand at On defines the long-range vision for marketing for one of the two pillars of our business - PAD or Performance. They do this in partnership with others in the org, including our product vertical leads and commercial leads. They then see through this vision to execution in partnership with our internal marketing team, seeking to raise the bar on how we drive credibility, connection, and action with our communities.
In the case of the Director of Brand, PAD (lifestyle), this vision looks at how we approach our overall performance all day business - how do we go-to-market in lifestyle in ways to drive increased awareness, cultural relevance, credibility and sales? How do we map a long-term journey for growth in partnership with product, merchandising, and sales? How do we do this through core PAD franchises - like the Cloud - through lifestyle products emanating from our performance sports - like tennis lifestyle products - and through our partnership led plays - like our work with Zendaya?
You are the architect of the long-term brand growth vision for the PAD business.
Your Mission
• Set the Vision: You will need to define not just where we want to get to, but how we intend to get there in 3-year plans that sync product, marketing, and commercial interests. These plans won’t be built alone - you’ll have the partnership of product, brand strategists, and the commercial team - but you will need to architect them in detail. And to drive organizational buy in, you’ll need to align senior leadership and regions around your vision.
• Drive Marketing Excellence: You need to be the voice of the brand, business, and consumer in the review - the one identifying when you believe an idea will succeed, when it won’t, and where there are opportunities to improve it. But it’s not about just having opinions - you’ll need to collaborate with your partners in creative studio and brand strategy to drive this.
• Report to Evolve: We aim to measure, not just to understand, but to evolve. We’re a fast growing brand and there are many opportunities for growth. How do we use measurement to help us identify new opportunities we should take advantage of, and others we should ignore? How do we use insights to rapidly change how we go-to-market, improve creative performance, and create new consumer connections? And how do we turn this into value not just for marketing, but commercial and product teams as well?