Senior Brand Manager (Iberia and South America)

About this role

We are proud to be the largest family-owned and family-run wine importer in the UK. Since 1964, we have built an award-winning portfolio of premium wines, representing progressive and fiercely independent wineries from around the world. Our wines are proudly supplied to some of the UK’s leading restaurants and retailers.

We are seeking an experienced and commercially driven Senior Brand Manager to lead and develop a portfolio of wine brands within our dynamic marketing team.

This is a strategic and hands-on role where you will shape brand vision, drive growth and profitability, and ensure our Iberian and South American brands are positioned for long-term success in the UK wine market. You will work closely with brand owners, internal teams, and external agencies to deliver successful and compelling brand strategies.

This role requires the postholder to build strong relationships internally and externally whilst mentoring colleagues and contributing to the success of the wider marketing department.

Key Responsibilities (include but are not limited to):

Brand Strategy and Growth

• Develop and deliver strategic brand plans based on consumer insights and market understanding.
• Manage and grow a portfolio of wine brands to achieve sales, distribution, and profit targets.
• Ensure brand strategies align with global brand owner objectives and company goals.
• Monitor performance metrics including volume and A&P spend, implementing corrective action when required.

Marketing and Activation

• Create and implement brand plans across key channels including Multiple Off-Trade and Grocers.
• Lead above-the-line marketing plans across all brand touchpoints.
• Ensure clear, consistent brand positioning and messaging across all communications.
• Collaborate with Trade Marketing to deliver strategic and innovative initiatives.

Stakeholder and Relationship Management

- Build strong relationships with brand owners and external agencies including PR partners.
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