Every organisation, whatever its size, sometimes needs experienced help, for a specific problem, a defined mission, or a change like AI or new sustainability expectations.
I work on three things. A marketing strategy that is clear and that the people who have to deliver it actually believe in. Navigating change, new technology, new consumer expectations, new competitors, without losing momentum. And making the marketing organisation itself work: the right structure, the right skills, money spent where it produces something.
The obstacle is rarely the idea or the technology. It is an organisation built for a slower version of the market it now faces.
of CMOs say their internal marketing processes are not mature enough to implement and scale AI.
Gartner CMO Spend Survey, 2026
of CMOs say their marketing organisation lacks the budget required to deliver their 2026 strategy.
Gartner CMO Spend Survey, 2026
of green claims examined in a European Commission study were vague, misleading or unfounded.
European Commission study, 2020
of CMOs name budget and resource constraints as their top challenge.
Gartner CMO priorities, December 2025
Four regional marketing organisations merged into one global function, fifteen to twenty per cent cheaper to run. A European digital platform rebuilt across twenty-seven markets at once. €262M of media moved from twenty to sixty per cent digital in two years. A premium marque's European marketing built from nothing.
Each was a change programme people had good reasons to resist. That is the part most advisors underestimate, and the part I have lived.
I work alone, or with trusted specialists brought in when the task needs them. No media margin and no junior team. You work with the person you met.
Six services, and a diagnostic that opens any of them. Every engagement is scoped and priced before it starts.
The diagnostic
Scoped to your situation, priced before it starts, with a clear answer at the end. You get a scored assessment and a ranked roadmap with a cost baseline against it. Not a ninety-page deck nobody reads.
Ask about the diagnosticMarketing plan development
Objectives, priorities, channel mix and budget, built with the people who have to execute them. Whether the plan covers one market or fifty, it has to be owned by the people who will deliver it and measured by something finance will accept.
Scoped to your planning cycle
Brand strategy and customer experience
Positioning, messaging and the customer journey that has to live up to them. I find where customers have a bad moment, and turn that into the marketing agenda, as I did across 56 markets and 2,000 points of sale.
Including sustainability claims →Scoped to your brand and markets
Market entry and launch
I built Infiniti's European marketing from zero across fifteen markets, and have run more than thirty end-to-end launches. Most relevant for challenger brands building in Europe, or European businesses entering Asia or the Middle East.
Scoped to the market, or run through the launch
Marketing organisation and operating model
I design the global-to-local model: what is decided centrally, what is adapted locally, who owns which budget, and how creative is made once and used everywhere. At PMI I built one global function out of four regions and cut operating cost by fifteen to twenty per cent.
Scoped to your organisation
AI-era marketing readiness
Not tool selection. What your marketing function has to look like for AI to work, and how you take twenty local teams through the change without losing them. I have led three global transformations, at Volvo, Nissan and PMI.
Diagnostic first, then paced to your programme
Agency selection and roster review
Rosters accumulate. A specialist added for one project stays for six years, two agencies quietly do the same work in different markets, and the contract predates AI usage, principal media and data ownership. I have sat on the client side of that table for 25 years. I work out whether the roster is the right shape, and run the process to fix it if it is not.
I am not a media auditor. I do not hold benchmark cost data, and will tell you to go to Ebiquity or TrinityP3 if that is what you need.
What I do
From a roster review to a full pitch, scoped to your needs
Interim and fractional CMO
A CMO has left, a transformation needs leading, or the company has outgrown its marketing leadership. I step in for a defined period, run the plan, agencies, budget and team, then hand over to your permanent hire.
Full-time interim, or a few days a month
Private equity and portfolio value creation
Operating partners get good diligence on sales, pricing and cost. Marketing usually arrives as a line about brand awareness, and the first hundred days pass before anyone asks whether the growth engine works. I have delivered these outcomes from the inside: one global function out of four regions, fifteen to twenty per cent cheaper to run, and €262M of media moved to sixty per cent digital in two years.
Three ways to use me
What you get
A diligence or an assessment can stand alone. Not every engagement should lead to a larger one, and I will say so if it should not.
Scoped to the portfolio company, or to the deal window
Earlier-stage companies. I advise a small number of startups and scale-ups on brand, positioning and user experience. This is deliberately limited, priced differently, and separate from the work above. If that is you, start here.
Part of Brand strategy and customer experience
Sustainability claims and the consumer
The EU Empowering Consumers Directive came into application on that date. It bans generic environmental claims without proof, carbon-neutrality claims based only on offsetting, and self-made sustainability labels not backed by a certification scheme. Most marketing departments have not yet rewritten their claims library.
Most companies treat this as compliance. Almost none treat it as marketing, which is where it meets the person deciding whether to buy. Kantar's 2026 Sustainability Sector Index, covering thirteen thousand people across twelve markets, found 57% of consumers say they have seen false or misleading information about brands' sustainability actions, and 41% do not know where to find sustainable products at all.
I am finalising an Executive PhD at ESCP Business School on sustainability and consumer behaviour, so the research behind this is current and applied to the decisions marketing faces now.
Three questions I work on
Which claims are substantiated, which are exposed under the new rules, and how to say the true ones well.
Where sustainability shifts choice in your category, and where it does not.
Product, price, packaging and journey designed so the sustainable option is the default.
I'm Martin Jobin.
Over the past 25 years, I've built and led marketing initiatives across international organisations, including Volvo Cars, Infiniti, Nissan and Philip Morris International. My career started in Canada, where I developed my commercial foundations leading sales for a growing sports apparel startup in Quebec.
Today, I work independently, helping organisations turn ideas into action.
I've always believed that the best marketing begins with listening. Whether the challenge involves growth, positioning, customer engagement or organisational alignment, my approach is the same: understand the people involved, ask the right questions, and build solutions that create momentum.
As a Swiss-Canadian fluent in English and French, I bring experience gained across American, Japanese, French, Swedish and Canadian business environments, combining an international perspective with a practical, people-centred approach.
Alongside teams, not above them.
In the room with the people doing the work, not reviewing it once a fortnight.
Measurement agreed at the brief.
What counts as success is set, with finance in the room, before anyone opens a creative deck.
Designed for local execution.
A strategy that only works at head office is not a strategy.
A team more capable than I found it.
If you still need me in three years for the same problem, I did the job badly.
I have spent 25 years on the client side of the table, working closely with the partners who help deliver the work: the global networks of Omnicom, WPP and Publicis, consultancies including Accenture and Capgemini, and independent agencies and digital boutiques across Europe, the US and Asia. Campaigns, creative, digital transformation, sponsorship, best-in-class retail environments. Everything below was delivered with those teams, and the results came from getting those relationships right.
2019–2025
Global Marketing, CX and Digital Director, Travel Retail. Lausanne
2013–2018
Marketing Communication Director Europe, and Digital Director Europe. Paris
2007–2013
European Head of Digital and Marketing Communication. Rolle
2003–2007
Global Senior Digital Manager. Gothenburg
In total: 90+ markets · 3 global transformations across 2 industries · 30+ launches · budgets from €8M to €262M · teams of up to 34 · Recognition: Cannes Platinum 2007, Cannes Silver 2008, Webby 2008, Frontier Asia Pacific 2021, Moodie Award 2022
For startups
I advise a small number of startups on brand, positioning and user experience. Deliberately limited, and priced differently. If you are a startup and want senior marketing judgement before you can hire it, get in touch.
Talk about your startupTell me what is not working. If I am the right person for it, I will say so and propose something concrete. If I am not, I will tell you that too. I reply to everything within two working days.
