Challenge: Challenge: After a corporate merger, the private brands organization needed to integrate and harmonize quickly to support a much larger, more complex portfolio.

The Work: The work: As Director of Private Brands, Heath built the brand team from 4 to 60+ people — establishing a design department, brand manager team, and product sensory lab — then scaled further to 120 people across 4 locations supporting 9 brands and 20,000 SKUs after the Ahold merger. The work included brand development, award-winning package design, sustainability/DJSI reporting, consumer testing/analytics, and using shopper loyalty card data to inform strategy.

Results: Reversed brand equity declines in one division and increased key equity measures in others, while building the team and the systems to sustain growth.

4 → 120 team members · 9 brands · 20,000 SKUs