Private &
Confidential

Head of Marketing, Retail and Consumer

A division-level Head of Marketing mandate that puts you on the commercial leadership table, if the marketing P&L on offer stretches to pricing, not just spend.

Your twelve years across Halstead's multinational structure and Tamra's regional business, plus the Saudi distributor transition and pricing rework you led, line up closely with what this division is asking for: multi-market GCC ownership, Saudi depth specifically named as a growth priority, and comfort running joint business plans alongside sales. The budget and brand count here are larger than what you run today, but the discipline, brand strategy, agency management, trade and media planning, is the same work at greater scale.

This isn't a level you haven't earned a claim to; the stretch is scope and leadership model: moving from owning the plan and budget for three brands with four direct reports into full division-level marketing P&L across four markets, six owned brands and two franchises, leading a nine-person team you'd also be restructuring.

Saraya Consumer Group is consolidating three brand marketing teams into a single division-level function spanning owned brands and franchise partnerships across four GCC markets, and is hiring a Head of Marketing to own that P&L, lead a nine-person team, and sit on the commercial leadership table reporting to the Chief Commercial Officer.

Expect competition from existing Heads of Marketing already running teams at this scale, some from retail or franchise backgrounds this JD explicitly doesn't require, alongside multinational marketing directors chasing a first regional platform. Your edge is a combination few of them will bring together: genuine multinational grounding plus a live, recent Saudi commercial rework story; where you're lighter is direct leadership of a nine-person team and retail-specific brand experience, and a sharp panel will test both.

This role matches closely what you've said you want next: a Head of Marketing seat with real P&L scope, sitting on the commercial table rather than beside it. The open question is whether the division marketing P&L referenced extends to pricing and margin authority, the one thing missing from your record; if it turns out to be spend and budget ownership only, this becomes a bigger version of the plan-management role you already hold rather than the commercial step up you're chasing.

1. Your Saudi distributor transition rework, rebuilding pricing architecture and the joint business plan with two national retailers, speaks directly to this JD's call for JBP experience and Saudi depth specifically flagged as a growth priority; lead with this story first.
2. The blend of Halstead's multinational rigor and Tamra's regional-business track record matches the JD's ask for multinational FMCG plus regional or entrepreneurial exposure; most retail-native candidates for this seat won't carry the multinational half.
3. Running a multi-brand agency roster and measurably cutting blended media cost per reach point gives you a concrete answer to the JD's demand for comfort with commercial outcomes, not marketing metrics alone.

1. Build a short, numbers-led narrative of the Saudi go-to-market and pricing rework before you apply, framed as a commercial outcome rather than a marketing initiative, since this is the single piece of evidence that answers the JD's core ask.
2. Research Saraya's specific owned-brand and franchise portfolio so you can speak to at least one brand's opportunity within the loyalty relaunch or the direct-to-consumer agenda, showing engagement with the actual mandate rather than the title.
3. Prepare a point of view on restructuring a brand-based team into a capability-based one across creative, media and shopper, since this is explicitly named as your first-year mandate and few candidates will arrive with a ready answer.

1. Confirm whether the division marketing P&L referenced includes pricing and margin decisions, or is scoped to media, trade and agency spend, since that's the exact distinction between your current role and the mandate you're targeting.
2. Ask who currently owns pricing conversations with retail partners inside the joint business planning process, sales, category, or this new seat, to understand where the role actually sits in the commercial hierarchy.
3. Since this is a newly created role from a three-team consolidation, ask what happened to the three previous marketing leads, redeployed, retained in narrower roles, or exited, since that shapes the internal dynamics you'd be walking into.

Your current package sits below the floor you've set, and that floor only makes sense against a genuine scope step, not a lateral move. This role states no figure, which is standard for a seat like this; it describes a package built from bonus, family medical cover, schooling support and flights rather than a single number, so the real test is how those pieces add up against your threshold once discussed. A division-level P&L reporting into the CCO is a stronger basis for reaching that floor than most titles you hold today, but it depends heavily on how the bonus is structured.

1. Push early for clarity on how the bonus is weighted against commercial versus marketing outcomes, since that split largely determines whether this offer can clear your stated floor.
2. If the base lands below your threshold, weigh schooling, flights and medical explicitly as part of the total package rather than judging the offer on base alone.
3. Given the scope step on offer, be ready to trade a lower starting base for a written commitment to revisit pay once the team consolidation and loyalty relaunch are delivered.

If you land this, it puts you close to where you've said you want to be: a genuine seat at the commercial table rather than the marketing plan running alongside it. It won't hand you pricing and margin authority automatically, that's still something to establish once you're in the room, but a division-level P&L, a nine-person team and a direct line to the CCO is real leadership evidence that closes most of the distance between your CV and the regional director mandates you're ultimately aiming at. Land it well, and your next move is argued from ownership rather than potential.