Over the last two decades, I've worked with hundreds of brands – from global, complex organisations to Irish start-ups across advertising, below-the-line and branding agencies. I've had the opportunity to work on some great brands and with incredible clients – some of whom are driven by a purpose to change our world for the better, some are brave enough to bring an idea to life and put everything behind it, and others who are master marketers, influencing at c-suite in global organisations. It has been fascinating to glimpse so many different brands at different stages in their growth across almost every sector you can think of.

Recently, I've been reflecting on how, as I've gained more experience over the years, the distinction between agency and client has become less clear. More often, it feels like we're in it together – partners tackling challenges and building brands. I believe that a great partner tries to understand what walking in the other person's shoes is like, to share the same goals and to understand the same challenges. Encouraged by Red Dog’s ongoing commitment to collaborative development, I enrolled in Marketing Week's Mini MBA in Brand Management. This decision was taken out of a genuine enthusiasm for – and ongoing commitment to – staying abreast of the latest trends and strategies that shape the branding landscape and impact our clients daily. My goal was not to become more proficient – but indispensable, fostering trust and empathy with my clients in every branding initiative.

Led by Professor Mark Ritson, a global brand consultant who has lectured at London Business School, MIT and Melbourne Business School, the course covered crucial aspects of brand diagnosis, positioning, strategy, management, and measurement. Ritson doesn't just use materials from his teachings at business schools; he also uses respected resources from other schools (Harvard, Yale, Darden, Columbia) and articles, videos, and podcasts from other professors and marketing experts. The tutorials are deceptively engaging – at times, he's so easy to listen to that it almost doesn't feel like studying. However, the pace of the course is relentless, so anyone tempted to take their eye off the ball could suddenly find themselves with a lot of catching up to do!

Here are my four key takeaways:

Diagnosis First, Strategy Second

When the Greek military generals in the 5th Century approached a battle, their first consideration was to create a map of the surrounding territory. Only then could the business of battle begin. Those generals knew that discovery and understanding were the backbone of a successful strategic plan. Without knowledge of the battlefield, any strategy would unlikely deliver victory. That 3,000-year-old lesson provides the basis for how we approach brand strategy. Diagnosis first, strategy second. The first step in any brand strategy is to step back. Commission a new brand tracking survey. Update the segmentation. Interview loyalists. Interrogate the perceptual map. Delve into brand heritage. Review the year just ending and ask, 'What have we learned from the past 12 months that we should take into the planning for the next 12?'

Strategy is Choosing What You Will Not Do

This is probably the most significant insight brand managers can take from the world of corporate strategy and great thinkers like Michael Porter and Roger Martin who dominate it. The essence of strategy is choosing what not to do. There are two things inherent in that simple but brilliant observation. First, your strategy should focus as much on what you will avoid doing as what you intend to do. Second, you achieve that focus by ensuring that choices are evident at every stage of your strategic process.

When you position your brand, don't get bogged down by all the latest lingo (DNA, essence, promise, purpose, proposition, beliefs, values, principles, personality). Focus on the critical question: "What do we want to stand for to our target customers? What should they think of when they think of us?".

Brand Architecture

The course delved into organisational frameworks for structuring brands, sub-brands, and products. Successful brands effectively organise their offerings, ensuring clarity in their "WHY" linked to strategy. We studied the strengths and weaknesses of each architecture and the balance of creating and, most importantly, knowing when to do so and not being afraid to kill brands.

Disruptive Consistency

One of the final modules of the course covered what Ritson terms "disruptive consistency". Disruptive consistency is the ruthless execution of your brand position across advertising tactics. A good example is the Hublot/Bernie Ecclestone print campaign, which featured a real-life picture of Bernie Ecclestone after he was beaten and mugged for his Hublot watch.

Ecclestone sent the image to Hublot the day after the attack, which they paired with the tagline "See what people will do for a Hublot". The execution is bold, brave and clever - it speaks to Hublot's positioning of "confrontation of innovation, energy and power", demonstrating how successful brands cut through with strong communications that communicate their core positioning. This execution also shows that Hublot was agile enough to grab an opportunity as it presented itself.

Bringing it all Together

My final task of the course was to utilise all the learnings from the previous 12 weeks to create a brand plan for a fictional product in the tech market and then to put that plan through a five-year simulator that tested my skills in a fully realised, competitive online setting. For each year of my projected plan, I could see how competitors could try to outsmart me, and I could adapt my plan for the following year – enhance product features, focus on tactical comms or brand building – or change my targeting. I could commission a range of agencies to advise me through research, influencers or communications if my budget allowed. However, regardless of the outcome, the buck stopped with me – I was solely responsible for the brand. It was both exhilarating and a little terrifying, and I admit I became somewhat obsessed with the process.

This immersive experience allowed me to feel the weight of responsibility for a brand's success, mirroring the challenges faced by our clients and making me an even better brand partner. The simulation flipped my perspective, placing me on the client side and giving me first-hand experience of the bigger-picture thinking associated with managing a brand over time. It also strengthened my appreciation for clients' trust in their agencies. Of course, we can never really walk in anyone else's shoes, but completing a Mini MBA in Brand Management has reinforced my understanding of a brand manager's journey – an understanding that will continue to underpin my ability to offer meaningful support to clients within a shared, collaborative partnership.