Bring product and marketing back into line.
I’m Graham Joyce. I work with established sport and lifestyle brands where the range, positioning and market plan have stopped agreeing.
Direct: yes@thisistur.com
Who this is for
Where the work fitsT.ǓR is for established sport and lifestyle businesses with an existing range already in market, particularly where multiple categories, regions or channels have pulled product, positioning and go-to-market apart.
The work is most useful where an existing range, several channels or multiple markets have created enough complexity to require a reset. I work directly with the team already in place, as an independent consultant rather than an agency or additional layer.
Hire me when
Where the system has stopped agreeing- 01 The range has grown faster than the strategy holding it together.
- 02 The business cannot agree which products should carry volume, protect margin or build the brand.
- 03 Product, sales and marketing are working to different calendars, with no single launch plan.
- 04 Marketing spend, discounting and promotion are compensating for a range customers find difficult to understand.
What I do
Three connected areasProduct & Range Architecture
A range usually makes sense at the start. It drifts as regional demands, seasonal additions and account decisions accumulate. I use sell-through, markdown, margin and ageing stock to test whether the range is still doing its job.
Each product then gets a defined role: carry volume, protect margin, recruit a consumer or prove what the brand can do. Applied across performance and lifestyle ranges at ASICS, 2XU, Speedo, and Dunlop Slazenger.
Product Positioning
A range can keep shipping long after the consumer it was built for has moved on. Before campaign spend begins, I define who the product is for, the role it plays in their life and what gives it the right to compete.
The campaign can then amplify a settled product position rather than compensate for an unresolved one.
Go-to-Market & Launch
I turn those product decisions into a workable market plan: wholesale and DTC timing, channel sequencing, launch priorities and one schedule across product, sales and marketing.
The logistics and message are settled before assets are briefed, so marketing carries the decision rather than being forced to make it. I have run this from inside the business at global marketing leadership level, not advised on it from the outside.
Brand experience
In-house, agency, and freelanceMy experience was built inside ASICS, 2XU, Speedo, Dunlop Slazenger, and Herbalife, with additional agency and freelance assignments across consumer brands, financial services, airlines, sport, and culture.
How an engagement runs
Diagnose
I review the range and how it is positioned, sold, and launched. Sell-through, margin, stock, and consumer and channel feedback help establish where performance falls short or opportunities are being missed. We agree where to focus and how to judge progress.
Find
I investigate what is causing the problems. That might be overlapping products, unclear pricing, a weak consumer proposition, or a launch that misses the selling window. We establish what has drifted, what is missing, and what should stay, then agree which changes matter most.
Fix
I work with your team to make the agreed changes to product roles, pricing, and positioning. Those decisions shape the selling story, channel priorities, and launch activity. We coordinate sell-in, product availability, and marketing in one schedule, with clear responsibilities. My role in putting the plan into practice is agreed at the outset.
Leave
Your team takes over with the range decisions and go-to-market plan documented, including the reasoning behind them. We work through responsibilities for the next launch or selling season and how the team will review progress. The engagement ends when the agreed work and handover are complete.
What the work leaves behind
What you take forward- 01 — Range An agreed architecture, clear category and SKU roles, and a price ladder the team can use.
- 02 — Positioning A clear product proposition, priority consumers and use cases, and the market and competitor logic behind it.
- 03 — GTM Channel and launch sequencing, one product story, and the decisions written down for the teams carrying them forward.
Background
Where the judgement comes from
I'm Graham Joyce. A career spent between the range plan and the campaign, sportswear and lifestyle mostly, with enough time in banks, airlines, and festivals to know the problem isn't a sport problem.
Product and category
Twelve years in product across ASICS, Speedo, and Dunlop Slazenger. Performance apparel, licensed sportswear, and Sportstyle, full performance-to-lifestyle spectrum. Built multi-activity product systems across complex portfolios, and pulled them through merchandising by marrying sell-through data with consumer insight. Rebuilt complex licensed ranges by cutting them back rather than extending them, because less did more here, not just because it was the easier line to argue. Product work across the Wallabies, Cricket Australia, and the Broncos.
Marketing leadership
Global Head of Marketing at 2XU, resetting brand architecture — product, campaign and commercial planning brought into a single seasonal framework for the first time. Head of Marketing, ANZ at Herbalife before that, brand and digital strategy across a multi-category portfolio, including a partnership with Western Sydney Wanderers that shifted awareness in a priority growth market. Regional and global reach beyond both, across ANZ, EMEA, and North America. Repeated reset work: settle who the range is for, then rebuild assortment and price architecture around that call.
Innovation and go-to-market
Around twenty product collections taken to market, on both the product and marketing side, built through innovation pipelines against specific high-profile sports cycles, including Olympic Games and World Cups. The Games themselves are the visible part. The work that decides the outcome happens years earlier.
Agency side
Senior account management across fast food, airlines, skincare, and festivals, alongside financial services, working to specific, named metrics on above-the-line and acquisition campaigns. A different perspective across a variety of categories, different treatment of product and comms, and both B2C and B2B audiences.
Working with me
How the work happensI work directly with the people responsible for product, marketing, sales, and commercial performance. I use the information already available, make assumptions visible, and bring unresolved decisions into the same conversation.
The work is collaborative, but it is not open ended. I challenge weak logic, document agreed decisions, and give the team something it can continue using without me.
Field Notes
On product, brand & rangeWhere the point of view earns its keep. Longer arguments on the things above, written to be read by people with the same problem.
Aug 2026 N-003Growth territory has to be earned
→A brand does not enter a new category by declaring it. Product proof, distribution and buyer memory have to make the move believable, while the heartland that made the brand distinctive keeps being funded.
Jul 2026 N-002Recall doesn't survive impatience
→A smaller brand has to choose the buying occasions it can credibly own and hold its distinctive assets steady long enough for memory to form. Internal boredom is not evidence of external fatigue.
Jun 2026 N-001Not every SKU is there to carry volume
→Not every SKU is built to carry volume. Some protect the price gap, anchor the tier below, or prove what the range can do at the top. The role should be explicit before the buy is placed.
Get in touch
Reply within two working daysTell me what's in front of you.
Direct: yes@thisistur.com · LinkedIn