About

Why The Market Craft

Good marketing is a craft. It takes skill, judgement and years of practice to get right. The name also reflects the work itself: crafting where a brand's next market and growth will come from, then building it with care. In practice, that means understanding consumers deeply, making clear choices across brand, innovation and portfolio, and turning them into propositions a business can actually deliver. It's the discipline I've built over 14+ years with global brands and fast-growing challengers, now offered independently to consumer brands that need it.

A hand drawing an arc with a brass compass on a sunlit desk, a kraft box model, colour swatches and sketches around it
Leena Masood holding a Magnum ice cream in front of the gold Magnum logo

My story

Six categories. Three countries. One focus on growth.

Over 14 years in international FMCG, very few of my roles looked the same. I started in Pakistan on Lux and Lifebuoy, owning the brand P&L and managing the Lux Style Awards, Pakistan's biggest entertainment awards, three years running. From Türkiye, I worked on Magnum, Cornetto and Carte D'Or across regional markets, before moving to the Netherlands to lead Magnum across 27 European markets and build global strategies for Hellmann's and LIPTON.

Then I chose a different pace. At Link Snacks, I built Peperami's innovation pipeline and process where none existed. At WaterWipes, a fast-growing baby care brand, I led European brand strategy and commercial execution across eight markets on an interim assignment. Along the way, LIPTON's private equity era showed me how to keep work moving while an organisation is being rebuilt around it.

That range is what I bring through The Market Craft: the rigour of a global business, the speed of a leaner one, and the ability to settle into a new organisation quickly and lead from within.

My way of working

From consumer insight to in-market delivery

  1. Diagnose

    A category, consumer and performance deep-dive (syndicated data, share and competitor analysis, stakeholder interviews) to pinpoint the real growth issue.

  2. Prioritise

    Growth platforms, whitespace and portfolio choices, pressure-tested against the business case on volume, margin and investment. That includes what to stop.

  3. Mobilise

    A clear roadmap and innovation funnel with stage-gate criteria, aligned across Marketing, R&D, Insights, Finance, Sales and Supply Chain.

  4. Embed

    Plans, processes, KPIs and a capable team in place, so delivery continues in market after handover.

Motivation

What drives me

I'm energised by growth problems where the answer isn't obvious yet: a category that's shifting, a portfolio that's drifted from the consumer, or a brand with more potential than its current plan. The best work sits where a real consumer need meets a sound commercial case, whether that's helping people waste less food at home with Hellmann's or finding the next source of incremental growth in a category as mature as tea. What matters to me is that the problem is real, the choices are grounded in evidence, and the result lasts in the business long after launch.

A desk seen from above: a mood board and packaging sketches on the left, a hand with a pen, and a spreadsheet with charts on the right

Have a brief in mind?

Connect for a no‑obligations chat to discuss your business need

Share where things stand, and I'll give you a clear view of how I'd approach it and where I can add the most value.

Contact me