Fixing Brands from Within: The Art of Rewiring for Creative Impact

Let me tell you a story about moments that define us—not by what we achieve, but by the changes we bring to the table. One of these moments happened on a Friday afternoon at G-Star Raw HQ, in the office of Jos van Tilburg, the brand’s owner. After two seasons of driving campaigns as their Executive Creative Director, I decided to step down. Jos was shocked and asked if there was anything he could do to make me stay.

I thanked him for his trust—for letting me steer the creative ship—but what I valued most wasn’t just the campaigns we created, like The Art of Raw, questionaly G-Star’s first integrated campaign that aligned all media and departments into one singular message. No, my real legacy was something deeper: rebuilding the internal creative team, forging alliances between departments, and creating bridges that empowered the brand to speak with clarity. For once, G-Star had something to say.

But this wasn’t where my journey began. This fire—the understanding that brand transformation starts from within—was sparked years before, during my time at Nike."

The Nike Spark

Working at Nike was exhilarating—and humbling. Five years of collaborating with incredible talent, always chasing impossible deadlines, and being reminded that you’re never quite good enough. But that’s where the magic happens: in the push to make something extraordinary.

It was at Nike that I realized the true power of internal creative teams. Nike’s in-house Brand Design team wasn’t just a cost-saving necessity—it was the beating heart of the brand. Together with their legendary agency partner Wieden+Kennedy, they shaped Nike’s story in ways no external consultant could ever replicate.

That lesson stayed with me: the power to transform a brand lies in its DNA and the people closest to it. If you can unlock that, you can change everything."

An Unexpected Opportunity: C&A

Fast forward a few years, and I find myself turning down a job offer to be Creative Director at C&A. On paper, it didn’t fit. ‘Value retail?’ I thought. Surely the headhunter had made a mistake.

But out of curiosity, I traveled to Düsseldorf to meet the CMO and a member of the Brenninkmeijer family. Two things struck me. First, Bart B., part of one of Europe’s wealthiest families, offered me coffee in a humble cardboard cup—a simple, honest gesture that spoke volumes about their culture.

Second, during the interview, they admitted something rare: the brand was struggling to survive. They needed help to revitalize it. That vulnerability resonated with me deeply, and I ended up working with them as a consultant for many fruitful years.

This was another pivotal lesson: sometimes, the best opportunities come from brands that are willing to acknowledge their challenges and embrace change.

Samsung: The Ultimate Test

Years later, I found myself in Seoul, South Korea, working for Samsung—a tech giant at the cutting edge of innovation. My role at Cheil Worldwide, Samsung’s in-house agency, was abstract: Executive Creative Director for Integrated Retail. But I saw it as an opportunity to prove a theory: that my process, my way of working, could be applied to any industry, any geography.

Within one year, I saved the company $1 million through optimized creative processes and won three Webby Awards—not because I set out to win awards, but because of one simple principle: creative vision, when executed with precision, delivers results.

Here’s what struck me: many CMOs know where they want to go, but they struggle to inspire their teams or connect their vision to actionable steps. They often hire external consultants for strategy, but strategy without execution is like a map without a guide. That’s where I come in: to decode, rebuild, and empower internal creative teams to work with clarity and purpose.

What I’ve Learned

As I look back on my career—Nike, G-Star, C&A, Samsung—I see a recurring theme. I’m not just a creative. I’m a fixer. I step into businesses, untangle the chaos, and rebuild their internal creative engines to deliver focused, impactful results.

It’s not always glamorous. There’s resistance. Internal teams often feel threatened—promotions and job security are on the line. But I’ve learned that patience, influence, and leading by example—walking the talk—are the keys to success.

And here’s the truth: no external agency, no matter how brilliant, can replace the long-term value of a well-functioning in-house creative team. These teams are the custodians of the brand’s DNA. They don’t just save costs—they hold the power to make a brand truly resonate.

Conclusion

As I wrap up, I want to leave you with this thought: at a certain point in life, we have to focus on what we do best and let the experts handle the rest. For me, my expertise lies in dissecting brands, rewiring their internal teams, and unlocking their full creative potential.

Brands don’t fail because they lack strategy. They fail because they don’t know how to execute it with heart, authenticity, and focus.

So to the CMOs out there, sitting in their offices, stressed out and searching for answers: the solution isn’t outside—it’s within your own team. Your people are your greatest asset. And if you’re willing to invest in them, you’ll discover that they already hold the key to your brand’s success.