From Brand to Category: Why I Wish I’d Made the Move Sooner

In today’s world, careers are rarely linear. They evolve, shift and often take you somewhere you never expected and that’s exactly how I found my way into Category Management.

For most of my career, I worked in Brand Management across both foodservice and retail. I’ve been lucky enough to work on well-known brands like Upper Crust, Caffè Ritazza, Wagon Wheels, Jammie Dodgers and Cadbury’s Biscuits, as well as challenger brands such as Meridian Foods, LivLife Bread and FREE eggs.

Throughout that time, I worked closely with Category and Insights teams. I was always curious, asking questions, digging into the data and wanting to understand not just the consumer, but the shopper and the wider market too.

I remember receiving feedback on a brand plan I’d written early on in my career. It was the only one that truly considered the shopper, and the only one the Category team could easily translate into something meaningful for retailers.

At the time, I didn’t think much of it. Looking back, it was probably the first sign that my approach to brand was a little different.

The Move Into Category

It wasn’t until around seven years ago that Category became more than just an interest.

I had just started a new Marketing Manager role when the team realised, I knew how to use Kantar and more importantly, how to interpret the data, not just pull it.

From there, things evolved quickly. I started to take on a more active role in Category, supporting both branded and own label sides of the business. At times it took over the marketing role as this is where I added most value to the business and our customers.

If I’m honest, I wish I had done a secondment into Category much earlier in my career.

From the outside, marketing teams often assume Category is something you can “land” quite easily, but the reality is very different.

It’s not just about the data. It’s about knowing how to use it in a way that aligns with how retailers actually make decisions.

If I had one piece of advice for junior brand managers and category managers – step into each other’s roles. It will not only strengthen your skills and knowledge but also help break down some of the traditional barriers to the marketing & category relationship.

Starting From Scratch

When I started this journey into Category, it wasn’t easy, I was a team of one. There was no blueprint, no handover, no clear “this is how we do it.” I didn’t know what I didn’t know and as anyone who has worked with buyers will know they’re not afraid to tell you.

I had to go right back to the beginning and relearn how to approach problems. Not the brand way, but the category way. I enrolled on the IGD Category Management Courses and learnt and how to do the day to day.

It was a steep learning curve, but one that fundamentally changed how I think.

What My Brand Background Gave Me

While there was a lot to learn, my brand background gave me something incredibly valuable.

I didn’t just present data, I brought it to life.

I focused on storytelling, on clarity, on making sure the insight actually meant something to the person sat across the table. That became a real point of differentiation.

Internally I also made an impact, I also found that, like any function, Category is full of acronyms and terminology that don’t always resonate across teams.

Coming from a marketing background, I naturally translated that into something more relatable, something that brand teams, sales teams and stakeholders could engage with.

What Category Taught Me

The biggest shift for me was understanding that it’s not brand or category, it’s both.

Too often, they operate in silos, Brand builds the story and Category is asked to make it work at the end, but the brands that really succeed are the ones that bring those worlds together from the start.

A Slight Obsession With Hot Cross Buns

Every Category Manager has that one category they know inside out.

For me, it’s Hot Cross Buns.

I’ve reviewed the season five years running, and it’s one of the best examples of how a category evolves year on year. Each year shopper intent shifts, trends emerge, and manufacturers get more creative with flavours and formats.

It’s a category full of opportunity, but if I’m honest, I still think many brands play it a bit too safe.

Marks & Spencer consistently stands out to me in this space. They have the bravery and the foodie positioning to really push boundaries and bring something different to shoppers.

It’s a reminder that even in well-established categories, there’s always room to do more.

Going Freelance

Freelancing wasn’t just a career decision, it was shaped by life.

Being a military spouse has taught me a lot about adaptability, resilience and making things work in changing environments. It pushed me to build something of my own.

But more than that, I knew I had more to give.

Today, I work across a mix of established and challenger brands, and I’m particularly drawn to those who don’t have a wealth of data or insight at their fingertips.

I love finding the insight, even when it’s not obvious. I love being creative in how it’s brought to life. And I love helping brands turn what they think they know into something that stands up in front of a retailer.

A final thought

If there’s one thing my journey has taught me, it is that great ideas don’t win on their own.

They win when they work for the brand, the consumer, the shopper and the retailer.

And that only happens when brand thinking and category thinking come together.