2. Market Planning, Calendars & “Fit to Win”

• Act as the day-to-day Brand Planning point of contact for local market marketing teams, building a consistent two-way planning rhythm between central and local teams.
• Own the global market marketing calendar, bringing together global campaigns, locally relevant moments, product availability, adaptable assets, media support, market-led activations and key dependencies.
• Lead the process to understand each priority market’s “Fit to Win”: the customer, commercial, cultural, media and executional needs required for activity to succeed locally.
• Ensure market needs are considered early enough to shape the central plan, rather than being managed only at handover, while maintaining clear global priorities and guardrails.
• Drive bilateral alignment on where markets will amplify global activity, where localisation is required, where locally led activity is more appropriate, and what support, ownership and funding are needed.
• Create clear market handovers and participation views, escalating unresolved trade-offs and ensuring final decisions are reflected in one integrated global plan.

3. Communications Model & Channel Integration

• Drive the ASOS communications model, translating brand objectives and audience priorities into clear roles for paid, owned and earned channels across campaigns and always-on activity.
• Partner with Brand Strategy, Consumer Insight, Performance Marketing, Media, Social, PR, Talent, CRM, Homepage/App, Search and other channel teams to define how channels work together across the customer journey.
• Establish practical planning principles for channel role, audience, message, format, timing, sequencing, weighting and investment, ensuring these are applied consistently in annual and seasonal plans.
• Use effectiveness evidence and channel learnings to evolve the communications model, resolve duplication or gaps, and strengthen the connection between reach, consideration, traffic and commercial outcomes.
• Drive adoption of the model through clear tools, playbooks, forums and governance, ensuring it becomes a working planning framework rather than a standalone strategy document.

4. Strategy-to-Execution Handover & GTM Governance

• Own the planning handover from strategic direction into executable GTM plans, making sure teams understand the objective, role of the moment, audience, market implications, channel parameters, investment guardrails and measures of success.
• Partner with Brand Project Management and execution leads to translate the integrated plan into workstreams, critical paths, owners, milestones and dependencies without taking ownership of campaign creative briefing.
• Create clear governance across planning and execution, including who decides, who contributes, when decisions are required and how changes to scope, timing or investment are managed.
• Monitor readiness against the agreed plan, identify misalignment or delivery risk early, facilitate resolution and escalate material decisions to the Global Brand Planning Lead.
• Connect Brand, Product, Commercial, Creative, Media, channels, agencies and markets around one plan, reducing duplicated planning and fragmented handovers.
• Codify and continuously improve the Brand Planning playbook, including planning processes, roles, rituals, templates, decision rights and best practice.

5. Effectiveness, Reporting Oversight & Feed-Forward

• Ensure the reporting and effectiveness agenda is anchored to the priorities, KPIs and decisions set through the annual and seasonal planning process.
• Support with senior direction and quality assurance across weekly performance reporting, campaign PCAs, monthly GTM learnings, benchmarks and longer-term brand performance reviews.
• Challenge reporting to move beyond data collation, ensuring outputs explain what happened, why it matters, what should change and how learning will feed into future plans.
• Partner with analysts, channel teams, Paid Media and agencies to align performance narratives, caveats, implications and recommendations before senior review.
• Use cross-campaign and cross-season learning to recommend changes to phasing, channel roles, market choices, investment and ways of working.

6. Stakeholder, Agency & Team Leadership

• Build trusted relationships across senior stakeholders and working teams, using influence and facilitation to create clarity, resolve competing priorities and drive decisions.
• Lead day-to-day planning coordination with relevant agency partners, ensuring their strategic, media and effectiveness inputs are integrated into ASOS planning and delivered to agreed standards.
• Provide senior planning direction, coaching and constructive challenge to analysts within the Brand Planning & Reporting team, helping strengthen their judgement, ownership and connection between reporting and planning.
• Represent Brand Planning & Reporting in cross-functional forums with a clear view of the plan, performance, dependencies, decisions and implications.
• Create a proactive, transparent and accountable culture in which teams know what is required, by when, and how their contribution shapes the wider plan.

Qualifications

Who We Are Looking For

• Strong experience in integrated brand planning, GTM planning, marketing strategy, communications planning or marketing operations within a complex consumer, fashion, retail, ecommerce or agency environment.
• Proven ability to translate strategy into annual and seasonal plans that connect objectives, audiences, product, channels, markets, investment and measurable outcomes.
• Experience partnering with local markets or regional marketing teams and balancing global consistency with local relevance and commercial need.
• Strong understanding of communications planning across paid, owned and earned channels, with the ability to define channel roles and connect activity across the customer journey.
• Experience leading complex cross-functional planning processes, establishing governance, managing dependencies and moving senior stakeholders towards clear decisions.
• Commercially aware and insight-led, with the judgement to use customer, brand, media and performance evidence to shape planning choices.
• Comfortable providing senior oversight of reporting and effectiveness, translating performance into focused implications and recommendations without needing to be the primary hands-on analyst.
• Excellent stakeholder management, facilitation and communication skills, with confidence operating across strategic and operational levels.
• Highly organised and proactive, able to create structure in ambiguity, manage competing priorities and maintain momentum in a fast-paced environment.
• A collaborative leadership style, with experience coaching or directing more junior team members and raising the quality of shared outputs.

Nice To Have

• Experience in fashion, retail, ecommerce or a global consumer brand.
• Experience developing or embedding a communications model, integrated channel framework or marketing playbook.
• Experience working with multiple international markets and creating global-to-local planning processes.
• Experience with brand and campaign effectiveness frameworks, PCAs, GTM reporting, media planning or investment principles.
• Experience partnering