The journey so far
Chief Marketing Officer · Singapore / Southeast Asia · Global perspective
Turning customer understanding into enduring brand value.
I help organisations connect a clear market position with a customer experience that earns it.
#1
Category brand
From fourth in three years
2.6×
Customer lifetime value
Through loyalty and experience redesign
19
Markets launched
One brand, locally fluent
34
Effectiveness awards
For work that moved the business
The compass
Strong brands begin with a precise understanding of the customer and become valuable through consistent commercial choices. I connect positioning, experience and growth measurement, while staying honest about what the evidence can attribute to marketing.
The route
Waypoint 01 · 2006 — 2012
Harrow & Vale Industries
Launched products in seven markets and learned that customer insight travels further than advertising.
Waypoint 02 · 2012 — 2017
Aurelia Consumer
Repositioned a heritage brand for a younger audience without losing its loyal core, and doubled its share of growth markets.
Waypoint 03 · 2016 — 2020
Fairhaven Holdings
Developed brand and growth programmes with sales, product and customer teams.
Waypoint 04 · 2020 — Present
Aldermoor Group
Leading brand strategy, customer understanding and the marketing contribution to commercial growth.
Expeditions
01
An expanding portfolio had blurred the organisation's proposition. I led work to understand the choices customers were making, clarify the role of each offer and establish a more coherent brand architecture. The programme aligned leadership around a common narrative and gave customer-facing teams a practical framework for communicating it.
02
Acquisition activity and customer experience were managed in separate conversations. We brought the journey into a single view, identified the moments that shaped confidence and linked marketing priorities with product and service decisions. The work created clearer accountability for the experience behind the campaign promise.
03
Entering an unfamiliar segment required more than a new campaign. I worked with commercial teams to test the proposition, understand adoption barriers and develop evidence that helped customers evaluate the offer. We sequenced market activity around what we were learning, rather than committing every channel before the proposition had been tested.
Terrain
Languages
Harbours
Independent Director
Customer & Brand (Chair) · ESG
2023 — Present
Trustee
Programmes
2019 — Present
Fellow travellers
Brought the customer into every boardroom conversation, with evidence rather than adjectives.
A brand builder who understands the P&L as well as the poetry.
Dispatches
A brand promise should be recognisable in product, service and commercial behaviour.
Read the essayA change in revenue can reflect pricing, distribution, product, sales execution and market conditions as well as marketing.
Read the essayResearch has limited value if the organisation cannot name what it will do differently as a result.
Read the essayRecognition
Coverage
The Brand Effectiveness Journal · 2025
“How a fourth-placed brand became the category leader”
The Boardroom Review · 2024
“Why the board should own brand risk”
The Leadership Ledger podcast · 2023
“Episode 104 — Customer truth over campaign noise”
An invitation
For board, advisory and leadership conversations where brand strategy matters.
office@liyanakoh.example