Layan Qazzaz
Fractional & Interim Marketing Leadership

Turn fragmented marketing into a growth system.

I help CEOs, CMOs and growth leaders decide what to prioritise, where growth should come from, where the next marketing euro should go, and what their team can realistically sustain.

Three sides of the marketing table
Google · Universal McCann · Coca-Cola
Brand · Agency · Platform perspective across Europe & MENA
Discuss a growth decision LinkedIn
Fractional & interim marketing leadership · Marketing transformation
Growth strategy · Media investment · Marketing effectiveness · Go-to-market
Amsterdam · Europe & MENA · Multi-market
01 — The problem

Marketing rarely breaks because there aren’t enough campaigns.

It breaks when positioning, demand, media, measurement and execution stop working as one system. Campaigns run, budgets are committed, teams are busy — and leadership still has no shared answer to where the next stage of growth comes from.

My work sits upstream of execution: name the real decision, connect growth logic to investment, and leave behind a system the team can run without me.

Positioning
What are we asking the market to believe — and why should they care?
Demand
Where should the next stage of growth actually come from?
Investment
Where does the next euro create incremental value?
Operating model
Can the team execute the strategy without adding more complexity?
02 — Vantage point

Brand. Agency. Platform.

My advantage is having worked from all three sides of the marketing table — which makes it easier to separate what each stakeholder is optimising for from what the business actually needs.

Brand Agency Platform What the business needs
Brand

Coca-Cola MENA

Consumer intelligence · digital · brand decisions

Agency

Universal McCann

EMEA strategy · investment · cross-market orchestration

Platform

Google

Investment · measurement · YouTube/CTV · partnerships

03 — Proof

Three kinds of decision. Three kinds of proof.

Google is where I learned to challenge investment logic. Universal McCann is where I led the complexity of making strategy work across markets. Coca-Cola is where I built a capability that did not exist.

01 — Capital allocation Google · FMCG/CPG · Europe

Reallocating video investment on evidence, not channel habit

Outcome

Influenced a 15%+ reallocation of media investment from linear TV into YouTube and CTV.

Context
A major advertiser needed a stronger basis for deciding how video investment should be split between linear TV and digital video.
Decision
Shifted the conversation from isolated channel performance to incremental reach and effectiveness evidence, connecting media decisions to wider business value.
Demonstrates
Capital allocation · Incrementality · Senior advertiser influence · Translating measurement into budget decisions
02 — Cross-market leadership Universal McCann · Johnson & Johnson / Mattel · EMEA

Leading EMEA growth strategy across brands, markets and channels

Scope

Led digital strategy across major international accounts including Johnson & Johnson and Mattel, spanning DACH, Benelux and wider Europe.

Context
International brands needed strategy that could hold together across multiple markets, channels, stakeholders and very different local realities.
Leadership
Led the translation of brand and growth priorities into channel and investment strategy across paid search, social, programmatic, YouTube and CTV, while coordinating market teams, specialists and senior stakeholders — including Johnson & Johnson portfolio strategy and Listerine launch and repositioning activity.
Demonstrates
Multi-market leadership · Investment strategy · Cross-functional orchestration · Translating brand strategy into channel decisions · Managing complexity at scale
03 — Capability building Coca-Cola · MENA

Building a consumer-intelligence capability from zero

Build

Built a seven-person Consumer Interaction Centre from the ground up, creating a regional capability across consumer insight, digital engagement and real-time intelligence.

Context
The organisation needed a stronger way to understand consumer conversations and turn fast-moving digital signals into useful brand and marketing inputs.
Value
Created a closer connection between what consumers were saying and the decisions marketing teams needed to make.
Demonstrates
Capability building · Team leadership · Consumer intelligence · Turning information into a usable decision system
04 — Diagnostic

Is the problem really execution?

Five questions I ask leadership teams before recommending anything.

  1. Can everyone on the leadership team explain where the next stage of growth should come from?

  2. Is marketing investment connected to incremental business value rather than channel KPIs alone?

  3. Is positioning clear enough to guide both demand creation and execution?

  4. Does the team know what to stop doing as clearly as what to start doing?

  5. Is AI reducing operational friction — or simply creating more activity?

If two or more answers are unclear, adding more campaigns is usually not the first fix. The first job is usually to clarify the decision system behind them.

Discuss the diagnosis
05 — Work with me

Fractional & interim marketing leadership

I usually come in when leadership needs to answer questions like these — and the answer crosses more than one channel, team or market.

  • Where should growth come from next?
  • What should we stop funding?
  • Is our positioning strong enough to create demand?
  • Are media decisions based on incremental value or channel reporting?
  • Does the team have the right operating model to deliver the strategy?
  • Where can AI remove real friction instead of adding more tools?
What that involves
  • Positioning and demand strategy
  • Media investment and effectiveness review
  • Growth and go-to-market decision frameworks
  • Marketing operating model and team design
  • Measurement connected to commercial decisions
  • AI-enabled transformation where it removes real friction
Best fit when
  • Meaningful marketing activity already exists.
  • Leadership has a real growth or investment decision to make.
  • The answer crosses multiple channels, markets or teams.
  • Internal consensus on the way forward is unclear.
  • Hiring a permanent senior leader is premature or unnecessary.
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