About The Role
ASOS is looking for a Brand Planning Manager to join the Brand & Planning Marketing team. This is a planning role responsible for leading, translating brand and business strategy into one integrated, prioritised and executable global brand plan.
The role sits at the handover point between strategy and execution. It will connect Brand Strategy, Brand Marketing, Brand Heat, Product, Commercial, Performance Marketing, Creative, channel teams, agencies and local markets, turning strategic direction into clear annual and seasonal plans, market-ready calendars, channel roles, investment principles and measurable outcomes.
Working closely with the Global Brand & Planning Marketing Lead, the Brand Planning Manager will own the day-to-day planning rhythm across the year, lead market engagement and the communications model, and create the clarity, governance and decision points needed to move plans forward. The role will not own campaign creative briefing. Its focus is ensuring that strategy is translated into an aligned plan which enables teams to brief, develop and execute effectively.
This role will combine integrated planning leadership, market partnership, cross-functional influence and operational ownership, while providing senior direction and quality assurance across the team’s reporting and effectiveness work so that insight consistently feeds forward into future plans.
Why This Role Matters
The Brand & Planning Marketing team is building a more connected operating system across planning, execution and effectiveness. The Brand Planning Manager will help create the capacity and senior ownership needed for the Global Brand & Planning Marketing Lead to focus primarily on strategic planning, while ensuring reporting remains well governed, decision-oriented and connected to the plan.
The role will act as a planning control tower for Brand Marketing: creating one view of the global and local calendar, clarifying ownership and dependencies, bringing market “Fit to Win” needs into planning, and ensuring agreed plans move confidently from strategic direction into channel and market execution.
What You Will Be Responsible For
1. Integrated Annual & Seasonal Brand Planning
- Maintain the integrated full-year brand plan and four seasonal plans, connecting brand priorities, product and commercial inputs, customer and cultural moments, campaign types, channel roles, markets and investment.
- Translate strategy into clear planning parameters, priorities, phasing, sequencing, success measures and decision points that enable execution teams to develop channel and campaign responses.
- Lead the day-to-day annual and seasonal planning rhythm, including planning forums, inputs, working sessions, readiness reviews, decision logs and senior stakeholder updates.
- Ensure the plan balances long-term brand building with traffic and commercial priorities, with clear roles across Brand Marketing, Volume Collaborations, Brand Heat and Performance Marketing.
- Maintain a single source of truth across planning documents, calendars, milestones, assumptions, ownership and dependencies, surfacing gaps, overlaps and risks early.
- Use performance evidence, customer insight, product priorities, market context and previous learnings to improve future plans and recommendations.
2. Market Planning, Calendars & “Fit to Win”
- Act as the day-to-day Brand Planning point of contact for local market marketing teams, building a consistent two-way planning rhythm between central and local teams.
- Own the global market marketing calendar, bringing together global campaigns, locally relevant moments, product availability, adaptable assets, media support, market-led activations and key dependencies.
- Lead the process to understand each priority market’s “Fit to Win”: the customer, commercial, cultural, media and executional needs required for activity to succeed locally.
- Ensure market needs are considered early enough to shape the central plan, rather than being managed only at handover, while maintaining clear global priorities and guardrails.
- Drive bilateral alignment on where markets will amplify global activity, where localisation is required, where locally led activity is more appropriate, and what support, ownership and funding are needed.
- Create clear market handovers and participation views, escalating unresolved trade-offs and ensuring final decisions are reflected in one integrated global plan.
3. Communications Model & Channel Integration
- Drive the ASOS communications model, translating brand objectives and audience priorities into clear roles for paid, owned and earned channels across campaigns and always-on activity.
- Partner with Brand Strategy, Consumer Insight, Performance Marketing, Media, Social, PR, Talent, CRM, Homepage/App, Search and other channel teams to define how channels work together across the customer journey.
- Establish practical planning principles for channel role, audience, message, format, timing, sequencing, weighting and investment, ensuring these are applied consistently in annual and seasonal plans.
- Use effectiveness evidence and channel learnings to evolve the communications model, resolve duplication or gaps, and strengthen the connection between reach, consideration, traffic and commercial outcomes.
- Drive adoption of the model through clear tools, playbooks, forums and governance, ensuring it becomes a working planning framework rather than a standalone strategy document.
4. Strategy-to-Execution Handover & GTM Governance
- Own the planning handover from strategic direction into executable GTM plans, making sure teams understand the objective, role of the moment, audience, market implications, channel parameters, investment guardrails and measures of success.
- Partner with Brand Project Management and execution leads to translate the integrated plan into workstreams, critical paths, owners, milestones and dependencies without taking ownership of campaign creative briefing.
- Create clear governance across planning and execution, including who decides, who contributes, when decisions are required and how changes to scope, timing or investment are managed.
- Monitor readiness against the agreed plan, identify misalignment or delivery risk early, facilitate resolution and escalate material decisions to the Global Brand Planning Lead.
- Connect Brand, Product, Commercial, Creative, Media, channels, agencies and markets around one plan, reducing duplicated planning and fragmented handovers.
- Codify and continuously improve the Brand Planning playbook, including planning processes, roles, rituals, templates, decision rights and best practice.
5. Effectiveness, Reporting Oversight & Feed-Forward
- Ensure the reporting and effectiveness agenda is anchored to the priorities, KPIs and decisions set through the annual and seasonal planning process.
- Support with senior direction and quality assurance across weekly performance reporting, campaign PCAs, monthly GTM learnings, benchmarks and longer-term brand performance reviews.
- Challenge reporting to move beyond data collation, ensuring outputs explain what happened, why it matters, what should change and how learning will feed into future plans.
- Partner with analysts, channel teams, Paid Media and agencies to align performance narratives, caveats, implications and recommendations before senior review.
- Use cross-campaign and cross-season learning to recommend changes to phasing, channel roles, market choices, investment and ways of working.
6. Stakeholder, Agency & Team Leadership
- Build trusted relationships across senior stakeholders and working teams, using influence and facilitation to create clarity, resolve competing priorities and drive decisions.
- Lead day-to-day planning coordination with relevant agency partners, ensuring their strategic, media and effectiveness inputs are integrated into ASOS planning and delivered to agreed standards.
- Provide senior planning direction, coaching and constructive challenge to analysts within the Brand Planning & Reporting team, helping strengthen their judgement, ownership and connection between reporting and planning.
- Represent Brand Planning & Reporting in cross-functional forums with a clear view of the plan, performance, dependencies, decisions and implications.
- Create a proactive, transparent and accountable culture in which teams know what is required, by when, and how their contribution shapes the wider plan.