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National Architecture Practice – Commercial and Brand Leadership
Context
COX Architecture is a Tier 1, nationally recognised design practice with studios across Australia and an extensive portfolio of major civic, infrastructure and sporting projects, including the 2032 Olympic stadium.
Challenge
As the practice continued to grow, leadership sought to strengthen the firm’s national brand positioning and ensure marketing activity supported long-term commercial growth across multiple studios and sectors.
Intervention
As National Head of Marketing, I led the development of a more integrated marketing and communications framework across the practice. This included aligning brand positioning, strengthening national thought leadership and ensuring marketing activity supported strategic pursuits and sector growth.
Outcome
The work contributed to a more cohesive national brand presence and stronger alignment between marketing, project pursuits and business development across the practice’s studios.
Housing and Property Initiatives – Strategic Positioning and Stakeholder Engagement
Context
Australia’s housing shortage has created increasing interest in alternative delivery models capable of accelerating supply while maintaining quality and financial viability.
Challenge
Emerging housing initiatives often require alignment between multiple stakeholders, including developers, government agencies, institutional capital and delivery partners.
Intervention
I have been developed strategic positioning, investor narratives and stakeholder engagement frameworks designed to support scalable housing initiatives, including modular and accelerated delivery models.
Outcome
This work has helped shape clearer propositions for government and capital partners while supporting the development of delivery models capable of operating at meaningful scale.
Professional Services Growth – Marketing as a Commercial Discipline
Context
Professional services firms often invest heavily in marketing and communications but struggle to connect activity directly to commercial outcomes, due to long-incubation, complex engagement dynamics and other ‘distance’ factors.
Challenge
Leadership teams frequently require clearer alignment between brand positioning, marketing activity and revenue growth. Explicit, causal connections are possible, but only when inertia is removed and dogmas are confronted.
Intervention
My work in this area has focused on establishing clearer commercial frameworks for marketing, including defining growth priorities, aligning marketing with business development and introducing more disciplined performance measurement.
Outcome
These initiatives help transform marketing from a communications function into a structured contributor to commercial growth.