I find what's genuinely better inside a product, then build the brand,
the campaigns and the team that make it impossible to miss.
I find what's genuinely better inside a product, then build the brand, the campaigns and the team that make it impossible to miss.
Thirty years, and one conviction that hasn't moved: the world doesn't need more, it needs better. Over that time I've chosen to work with a small number of genuinely exceptional businesses – the ones with something real at their core.
A first. A better. An only.
That conviction has taken me from Dyson's growth into a global category leader, to an engineering-led consultancy building brands for Brompton, STIGA, Whyte and Fever-Tree, to reMarkable's push to redefine how people think. Different products, different categories, six countries – the same discipline every time: find the advantage, then build the brand and the team that carries it. Colleagues have called that approach "fundamental to who he is as a leader."
Thirty years, and one conviction that hasn't moved: the world doesn't need more, it needs better. Over that time I've chosen to work with a small number of genuinely exceptional businesses – the ones with something real at their core.
A first. A better. An only.
That conviction has taken me from Dyson's growth into a global category leader, to an engineering-led consultancy building brands for Brompton, STIGA, Whyte and Fever-Tree, to reMarkable's push to redefine how people think. Different products, different categories, six countries – the same discipline every time: find the advantage, then build the brand and the team that carries it. Colleagues have called that approach "fundamental to who he is
as a leader."
Thirty years, and one conviction that hasn't moved: the world doesn't need more, it needs better. Over that time I've chosen to work with a small number of genuinely exceptional businesses – the ones with something real at their core. A first. A better. An only.
That conviction has taken me from Dyson's growth into a global category leader, to an engineering-led consultancy building brands for Brompton, STIGA, Whyte and Fever-Tree,
to reMarkable's push to redefine how people think. Different products, different categories, six countries – the same discipline every time: find the advantage, then build the brand and the team that carries it. Colleagues have called that approach "fundamental to who he is as a leader."
How I work
I work at the intersection of strategy, storytelling and delivery. I set the creative direction and the brand DNA, and I build what protects it day to day – studio structure, approval process, and the psychological safety that lets people do their best work against real deadlines.
Setting the direction is half the job. The rest is embedding it – connecting creative thinking to commercial decisions, in the room with the CEO and C-suite, treating creativity as something the whole business runs on rather than a department it consults. At Dyson that meant rebuilding the creative workflow itself: a restructure that gave creative teams responsibility for specific categories; and a global creative-testing process that cut asset wastage by 40% without touching quality, ensuring every market got the right message before it launched.
At reMarkable it meant building the evidence behind the brand: a scientific advisory board of leading neuroscientists, a newsletter co-created with some of the world's best-known thinkers, and films about real people who think for a living, so the story was believed as well as seen.
What I look for
I've spent my career drawn to the same kind
of business: one with a product or technology that is genuinely, provably better. A first of its kind. A better of its kind. An only of its kind.
The world doesn't need more of anything.
It needs things that work better and last longer – products and ideas that move humanity forward rather than simply
adding to the noise.
Increasingly, that means businesses built around a product or technology rather than a service – usually at a real inflection point: scaling from hundreds of millions towards a billion and beyond, pushing into a new category, or expanding into new territory. Finding that 'better', then translating it into brand and creative work that makes people feel it, is where I do my best work.
What I look for
I've spent my career drawn to the same kind
of business: one with a product or technology that is genuinely, provably better. A first of its kind. A better of its kind. An only of its kind.
The world doesn't need more of anything.
It needs things that work better and last longer – products and ideas that move humanity forward rather than simply adding to the noise.
Increasingly, that means businesses built around a product or technology rather than a service – usually at a real inflection point: scaling from hundreds of millions towards a billion and beyond, pushing into a new category, or expanding into new territory. Finding that 'better', then translating it into brand and creative work that makes people feel it, is where I do my best work.
What I look for
I've spent my career drawn to the same kind of business: one with a product or technology that is genuinely, provably better. A first of its kind. A better of its kind. An only of its kind.
The world doesn't need more of anything. It needs things that work better and last longer – products and ideas that move humanity forward rather than simply adding to the noise.
Increasingly, that means businesses built around a product or technology rather than a service – usually at a real inflection point: scaling from hundreds of millions towards a billion and beyond, pushing into a new category, or expanding into new territory. Finding that 'better', then translating it into brand and creative work that makes people feel it, is where I do my best work.
What I believe
The most effective brands don’t live inside the marketing department. They sit at the centre of the business – giving every function a shared language and a reason to pull in the same direction. They connect the magic and the logic. They give a business a reason to be believed.
That job is getting harder, not easier. As AI scales, it gets easier for any business to produce work that looks competent and says nothing distinctive — a sea of sameness dressed up as efficiency. The deliberate marriage of human creative judgement and machine efficiency isn't a nice-to-have anymore; it's the only way a brand stays distinctively itself rather than dissolving into the noise it's supposed to cut through.
That’s what I build.
What I believe
The most effective brands don’t live inside the marketing department. They sit at the centre of the business – giving every function a shared language and a reason to pull in the same direction. They connect the magic and the logic. They give a business a reason to be believed.
That job is getting harder, not easier. As AI scales, it gets easier for any business to produce work that looks competent and says nothing distinctive — a sea of sameness dressed up as efficiency. The deliberate marriage of human creative judgement and machine efficiency isn't a nice-to-have anymore; it's the only way a brand stays distinctively itself rather than dissolving into
the noise it's supposed to
cut through.
That’s what I build.
Career Highlights
Career Highlights
I've always been drawn to businesses with something genuinely better to offer – a first, a better, or an only of its kind. The work below reflects that. Each project is one where the product or technology provided something real to build from.
My work spans agency, consultancy, and in-house leadership – across the UK, Norway, Italy, the US, Japan, and China.
The following samples provide a snapshot of work undertaken at reMarkable, TurnerDymond and Dyson. Further examples are available on request.
I've always been drawn to businesses with something genuinely better to offer – a first, a better, or an only of its kind. The work below reflects that. Each project is one where the product or technology provided something real to build from.
My work spans agency, consultancy, and in-house leadership – across the UK, Norway, Italy, the US, Japan, and China.
The following samples provide a snapshot of work undertaken at reMarkable, TurnerDymond and Dyson. Further examples are available on request.
reMarkable
reMarkable
reMarkable makes the world's leading writing tablet – a product that does one thing, and does it better than anything else. As Chief Brand & Creative Officer, my first C-suite appointment, I took a newly formed, unstructured team and built a 26-person Brand & Creative studio around it: setting the mission, vision and values that now guide the wider business, delivering four campaigns in twelve months, and directing a four-city media tour ahead of the Paper Pure launch.
Alongside the campaigns, I led Brand Lab, the team that built the evidence for why reMarkable exists: a scientific advisory board of four leading neuroscientists and experts, a newsletter co-created with authors and thinkers that reached 2.6 million subscribers an edition, and 16 films about real users, from a museum director to an astronaut who took her reMarkable into space. The work was about more than campaigns – it was about finding the 'better' at the heart of the product and giving the brand the confidence to own it.
reMarkable makes the world's leading writing tablet – a product that does one thing, and does it better than anything else. As Chief Brand & Creative Officer, my first C-suite appointment, I took a newly formed, unstructured team and built a 26-person Brand & Creative studio around it: setting the mission, vision and values that now guide the wider business, delivering four campaigns in twelve months, and directing a four-city media tour ahead of the Paper Pure launch.
Alongside the campaigns, I led Brand Lab, the team that built the evidence for why reMarkable exists: a scientific advisory board of four leading neuroscientists and experts, a newsletter co-created with authors and thinkers that reached 2.6 million subscribers an edition, and 16 films about real users, from a museum director to an astronaut who took her reMarkable into space. The work was about more than campaigns – it was about finding the 'better' at the heart of the product and giving the brand the confidence to own it.
TurnerDymond
TurnerDymond
TurnerDymond was built on a simple premise: the most rewarding creative work happens when there’s something genuinely worth saying. As co-founder and Creative Partner, I ran a deliberately small, two-person consultancy built entirely on referral – pitching and presenting work directly to CEOs and senior leadership, and taking personal responsibility for the business’s financial control. We worked with ambitious engineering-led businesses that had real advantages but hadn’t yet found the story to match – getting close enough to the engineers to understand exactly what made the product different, then building the visual language and campaign that made it land.
For STIGA, that meant consolidating a scattered brand into one clear position – engineering performance married with real gardening knowledge – and designing the process that got engineering and marketing approving to the same timeline. For Brompton, it meant auditing and rebuilding that same connective process ahead of a major launch. For Whyte Bikes, a full rebrand: purpose, tone of voice, identity, guidelines, built from the ground up. For Joyoung, a brand architecture project across two product ranges, developed with the internal team in Hangzhou and art directed on location in Nanjing. For Fever-Tree, a presentation film built to show bar owners exactly why their new draught system was engineered better than anything else on the market.
TurnerDymond was built on a simple premise: the most rewarding creative work happens when there’s something genuinely worth saying. As co-founder and Creative Partner, I ran a deliberately small, two-person consultancy built entirely on referral – pitching and presenting work directly to CEOs and senior leadership, and taking personal responsibility for the business’s financial control. We worked with ambitious engineering-led businesses that had real advantages but hadn’t yet found the story to match – getting close enough to the engineers to understand exactly what made the product different, then building the visual language and campaign that made it land.
For STIGA, that meant consolidating a scattered brand into one clear position – engineering performance married with real gardening knowledge – and designing the process that got engineering and marketing approving to the same timeline. For Brompton, it meant auditing and rebuilding that same connective process ahead of a major launch. For Whyte Bikes, a full rebrand: purpose, tone of voice, identity, guidelines, built from the ground up. For Joyoung, a brand architecture project across two product ranges, developed with the internal team in Hangzhou and art directed on location in Nanjing. For Fever-Tree, a presentation film built to show bar owners exactly why their new draught system was engineered better than anything else on the market.
Dyson
Dyson
Dyson is a rare thing: a company whose products are genuinely, measurably better. I was part of their story across 12 years and two tenures — first as a designer in a fledgling creative team, helping build the brand story from the start and leading communications for Sir Ranulph Fiennes' 1996 Antarctic expedition; later as Global Creative Director of Integrated Campaigns, running launch work across 36 markets and five categories. Over that time I helped take direct sales from 10% to 25% through a rebuilt digital and shopper journey, and contributed to 20%+ category growth in cordless vacuums – building what became a multi-billion dollar global brand along the way.
Dyson is a rare thing: a company whose products are genuinely, measurably better. I was part of their story across 12 years and two tenures — first as a designer in a fledgling creative team, helping build the brand story from the start and leading communications for Sir Ranulph Fiennes' 1996 Antarctic expedition; later as Global Creative Director of Integrated Campaigns, running launch work across 36 markets and five categories. Over that time I helped take direct sales from 10% to 25% through a rebuilt digital and shopper journey, and contributed to 20%+ category growth in cordless vacuums – building what became a multi-billion dollar global brand along the way.
Let's talk.
Let's talk.
I'm particularly interested in working with businesses that have something genuinely better to offer – a product, a technology, or an idea that moves things forward. If that sounds like you, I'd love to hear about it.
Whether you're looking to transform a brand, build a creative team from scratch, or just start a conversation – get in touch.
I'm particularly interested in working with businesses that have something genuinely better to offer –
a product, a technology, or an idea that moves things forward. If that sounds like you, I'd love to hear about it.
Whether you're looking to transform a brand, build a creative team from scratch, or just start a conversation – get in touch.
I'm particularly interested in working with businesses that have something genuinely better to offer – a product, a technology, or an idea that moves things forward. If that sounds like you, I'd love to hear about it.
Whether you're looking to transform a brand, build a creative team from scratch, or just start a conversation –
get in touch.
© Paul Dymond 2026