ASSA ABLOY faced the challenge of making a large connected-access portfolio legible across complex buying groups, channels, verticals, and long sales cycles. Interviews with customers, partners, influencers, and internal stakeholders revealed two practical expectations: help people make smarter decisions and make their working lives easier. Those needs provided a human organizing principle for a corporate story that also had to create measurable product demand, strengthen relationships, and support sales teams. This framed the transformation as a customer-centered growth challenge with clear implications for communication, experience, data, and operations.
I served as executive lead for creative strategy, content strategy, and planning within the transformation pitch. The strategic system joined corporate reputation and product demand through coordinated funnels, audience segmentation, first-party and firmographic data, intent signals, retargeting, CRM, marketing automation, vertical content, and executive visibility. Rather than treating brand, product marketing, experience, and sales enablement as separate workstreams, the approach gave each one a defined role in moving audiences from awareness through consideration and pipeline activation across the enterprise.
The successful pitch gave ASSA ABLOY a 120-day plan across research, platform development, content, media, measurement, and sales integration, then moved the team into first-stage communications planning and marketing strategy for new-product introductions. Building.Next supplied a future-facing expression for the brand. Together, the work made a technical connected-access organization easier to understand and act on, aligning reputation, demand generation, CRM, content, and sales around shared customer outcomes and a reusable architecture for sustained commercial growth.
