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Marriott International: Global Brand Partnerships·Jun 2024–Jan 2025
- Global Brand Strategy
- Integrated Marketing
- Partnerships & Sponsorships
- Loyalty & Customer Engagement
Turning signed partnerships into programs every hotel could deliver.
A 16+ partnership portfolio, from global tentpoles to brand collaborations: rights and renewal, integrated activation, and the toolkit built so hundreds of properties could deliver the same experience.
The situation
I joined Marriott’s global brand marketing partnerships team in June 2024 and managed a portfolio of more than sixteen partnerships alongside continent-lead counterparts. Two jobs at once: keep the global tentpoles showing up consistently across brands, and take individual brand collaborations from a signed deal to something every property could deliver the same way.
The diagnosis
A partnership is only as strong as the brand’s ability to deliver it — and the renewal is where a moment becomes a program.
What I built
Directed — integrated social strategy and paid, alongside continent leads
The global tentpoles: the Taylor Swift | The Eras Tour program, Mercedes-AMG PETRONAS Formula 1 across two brands, and MGM Resorts — directing integrated social strategy and paid campaigns so each showed up as one brand, not a set of one-offs.
Negotiated & renewed — the contract and the program
The Sheraton × Reese’s Book Club Year-Two renewal: I made the case for year two, drafted the statement of work and negotiated terms built to travel across hotels, and carried the Shine Away agreement to signature. See the renewal deep dive →
Developed — new brand collaborations
New collaborations shaped for fit and built to launch: Tribute Portfolio × Etsy and Marriott × Moleskine — matching a partner’s cultural equity to the brand that could carry it. On Westin × Abbott World Marathon Majors, which the Westin brand teams owned, I supported the partnership on the weekly planning calls.
The complexity
Multiple premium brands with their own equity to protect; continent leads with their own priorities; studios, agencies and legal on every deal; and the execution reality of hundreds of hotels that all had to deliver the same experience. Much of the job was translation — turning a signed partnership into a toolkit a property could run.
What it enabled
The portfolio view is what made the individual deals better. Seeing sixteen-plus partnerships against the same member-acquisition and engagement objectives made it possible to agree success measures before launch, to argue a renewal on behavior rather than reach, and to give continent and property teams one toolkit instead of sixteen briefs.
What changed
One portfolio view, 16+ partnerships.
Global tentpoles and brand collaborations managed as a portfolio, with continent counterparts, rather than as a pile of separate deals.
Tentpoles that showed up as one brand.
Eras Tour, Mercedes-AMG F1, and MGM Resorts — directed across brands, not left to chance.
A renewal built into a program.
Sheraton × Reese’s Book Club, renewed and redesigned to travel to 400+ hotels rather than sit in three flagships. The deep dive →
My role
Senior Manager, Global Brand Marketing Partnerships (Jun 2024–Jan 2025, contract): managed a 16+ global brand partnership portfolio with continent-lead counterparts; directed integrated social and paid for the global tentpoles; negotiated and renewed the Sheraton × Reese’s Book Club program; developed new brand collaborations.
Built with
Brand marketing and continent partnership leads, who co-owned the portfolio by region; the partners’ own studios and agencies; brand, legal and loyalty teams on every agreement.