Vice President, Brand
hace 1 día
London
LondonLondon Office – Sales, Marketing and Communications /Permanent/Full-Time /Hybrid*Le poste étant basé en Angleterre, la description de poste est disponible uniquement en anglais.As this position in based in England, the job description is available in English only.*_Vice President, BrandSales, Marketing and CommunicationsFull-Time PositionRole Purpose The Vice President Brand owns Cirque du Soleil's brand as a commercial asset. The role exists to ensure the brand is not a set of principles, guidelines, or presentations — but a governed, operable system that drives desirability, demand, pricing power, audience growth, and long-term enterprise value.The VP Brand sets brand strategy and architecture for the masterbrand and the full show portfolio, builds the governance and creative capability required to execute it at global scale, and holds joint accountability with commercial peers for the demand outcomes the brand is supposed to produce.This is a leadership role, not a stewardship role. Success is measured in market performance, not in brand health scores alone.Reporting lineReports to: Chief Marketing OfficerPeer leadership team:VP Marketing & SalesVP Growth & CRMVP CommunicationsDirect reports (indicative):Brand Strategy & Architecture LeadBrand Governance & Playbooks LeadCreative Studio LeadHub Design Leads (Americas / ROW)Brand Operations LeadWorks in close lockstep with:Growth / Performance Marketing · Communications & PR · Ticketing / Revenue Management · Audience Experience · Show GMs · Content / Creation leadership · Sponsorship & PartnershipsCore mandateThe VP Brand is accountable for closing the gap between brand strategy and commercial reality by: Ensuring brand strategy drives demand and revenue, not just meaningMaking the brand operable inside real go-to-market systemsProtecting brand discipline while increasing urgency and cultural relevanceConnecting brand, pricing, communications, ticketing, and audience lifecycleBuilding and leading the enterprise brand function — strategy, governance, and in-house creative capabilityKey responsibilities1. Brand demand revenue (critical)Translate brand positioning into clear demand-generation strategy across the portfolioEnsure brand choices support pricing power, reduced promo dependency, and conversion upliftSet joint brand–commercial guardrails with VP Growth & CRM covering pricing architecture, discount governance, and how premium positioning is protected in marketEnsure "premium" is experienced, not just claimed, across the whole Marcomms & Guest Experience systemOwn brand's role across the entire selling cycle (pre-on-sale, peak, sustain, close)Carry shared accountability with VP Marketing & Sales for show-level demand outcomes This role is expected to understand and be measured against ATP, occupancy, conversion, and repeat attendance.2. Portfolio strategy, architecture & show differentiationOwn brand architecture in motion — masterbrand, show brands, formats, and franchisesEnsure every show has a distinct cultural role, a clearly defined audience, and a differentiated narrative and visual expressionPrevent "Cirque sameness" in messaging, campaigns, tone, and codesAct as final arbiter when masterbrand vs show-brand tension arisesAdvise on brand implications of new IP, formats, licensing, and portfolio investment decisions3. Demand-led brand planningLead brand input into annual and multi-year go-to-market planningOwn the brand runway for show launches, 12–18 months pre-openingEnsure brand activity is anticipation-led, not reactive or promoter-drivenEmbed brand thinking into media strategy, content planning, and PR/influencer activationSet the brand investment case: what long-term brand building requires, and what it is expected to return4. Cultural relevance & communications partnershipPartner with VP Communications so the brand actively participates in culture and is visible well beyond paid mediaShape creator collaborations, cultural moments, and partnership activation from a brand-first perspectiveEnsure brand-side standards for sponsorship and partnership fit, so commercial partnerships build rather than dilute equityEnsure Cirque builds urgency, not just esteem5. Audience lifecycle & relationship strategyEnsure the brand is expressed consistently across first-time audiences, repeat visitors, and high-value/proximity audiencesWork with CRM and growth teams to translate brand into retention, cross-sell, and loyalty pathwaysBuild long-term emotional affinity, not just transactionsEnsure brand meaning compounds over time rather than resetting with every show6. Governance, discipline & decision-makingAct as brand decision partner, not brand policeEnsure brand stretch is intentional, trade-offs are explicit, and short-term wins do not erode long-term equityOwn the governance model across agencies, promoters, partners, and internal teams — including standards, sign-off thresholds, and escalation pathsOwn agency roster strategy, scopes, and brand-side budget for the function7. Creative capability & internal enablementBuild and lead the in-house creative studio and hub-embedded design capability, balancing speed, cost, and craft against external agency useOperationalise the brand for Show GMs, regional teams, and marketing/comms squads through playbooks, toolkits, and asset systemsOwn internal brand education, clarity, and alignmentEnsure teams know how to use the brand to win, not just how to complyWhat success looks like (12–24 months)Clear differentiation between shows in marketReduced reliance on promotions to drive volumeStronger pricing confidence aligned with brand promiseEarlier and stronger demand build-up ahead of launchesBrand conversations happening outside Cirque channelsBrand respected internally as a commercial tool, not an abstract idealA high-performing brand function with clear roles, faster creative throughput, and lower avoidable agency spendProfile & experienceEssential12–15+ years in brand roles with direct commercial accountability, including experience leading and building teams at enterprise scaleTrack record operating at or near executive level, with credibility in front of an executive committee and board-facing forumsExperience working at the intersection of brand strategy, demand generation, communications, and cultural relevanceProven ability to operationalise brand strategy across complex, multi-market organisationsStrong commercial literacy: pricing, yield, funnels, and marketing metricsComfortable challenging creative, commercial, and executive stakeholders — and holding the line when it mattersStrongly preferredEntertainment, culture, fashion, luxury, or premium experience sectorsMulti-brand or portfolio environments, including masterbrand/sub-brand architecture decisionsExperience running in-house creative capability alongside external agency ecosystemsExperience working alongside ticketing/revenue, performance marketing, and data/CRM teamsMulti-market or global remit spanning resident and touring/rotating formatsCirque du Soleil Entertainment Group is committed to creating and maintaining an accessible and inclusive workplace. Proud ambassador of equality in employment, Cirque du Soleil Entertainment Group is committed to eliminating discrimination based on age, skin color, origins, religion, sex, sexual orientation and any other characteristic. Neutral and inclusive writing is now preferred for all new job postings.We may use artificial intelligence (AI) tools to support parts of the hiring process, such as reviewing applications, analyzing resumes, or assessing responses and identifying potential inconsistencies or verification signals in application materials based on available information. These tools assist our recruitment team but do not replace human judgment. Final hiring decisions are ultimately made by humans. If you would like more information about how your data is processed, please contact us.