Go-To-Market
Third eye distillery
At Third Eye Distillery, I led international expansion for Stranger & Sons, growing the brand across Southeast and East Asia. This included market entry strategy, distributor management, and commercial alignment from trade to consumer.
Year :
2019-2022
Industry :
AlcoBev
Client :
Third Eye Distillery
Project Duration :
3 years
Problem :
Most craft spirit brands struggle to grow outside their home market especially in Asia, where distribution, pricing, and cultural context vary wildly. Stranger & Sons had strong local traction but no structured plan for international rollout.
The brand needed a clear export strategy, reliable partners, and a commercial system that could scale without diluting its identity.
Solution :
I built a bottom-up expansion plan, prioritising high-fit markets like Singapore, Thailand, and Hong Kong, United Kingdom and Dubai. This included partner sourcing, trade engagement strategies, pricing frameworks, and market-by-market positioning.
I created tailored decks, launch plans, and tools for each region while keeping brand consistency tight and supply chain lean.
Challenge :
Maintaining brand integrity while adapting to different markets was the key tension. Distributors often wanted control, quick wins, or local tweaks that risked off-brand decisions.
Managing this required clear guardrails, regular check-ins, and a flexible-but-firm operating style that protected long-term equity while allowing local traction.
Summary :
Third Eye Distillery’s export business grew from a few initial markets into a structured, multi-country operation. Stranger & Sons built credibility in new regions, secured premium trade listings, and became a recognised player in the category without compromising its identity.
This project shows how I approach international growth: strategy first, partner-led execution, and tight brand control from day one.
More Projects
Go-To-Market
Third eye distillery
At Third Eye Distillery, I led international expansion for Stranger & Sons, growing the brand across Southeast and East Asia. This included market entry strategy, distributor management, and commercial alignment from trade to consumer.
Year :
2019-2022
Industry :
AlcoBev
Client :
Third Eye Distillery
Project Duration :
3 years
Problem :
Most craft spirit brands struggle to grow outside their home market especially in Asia, where distribution, pricing, and cultural context vary wildly. Stranger & Sons had strong local traction but no structured plan for international rollout.
The brand needed a clear export strategy, reliable partners, and a commercial system that could scale without diluting its identity.
Solution :
I built a bottom-up expansion plan, prioritising high-fit markets like Singapore, Thailand, and Hong Kong, United Kingdom and Dubai. This included partner sourcing, trade engagement strategies, pricing frameworks, and market-by-market positioning.
I created tailored decks, launch plans, and tools for each region while keeping brand consistency tight and supply chain lean.
Challenge :
Maintaining brand integrity while adapting to different markets was the key tension. Distributors often wanted control, quick wins, or local tweaks that risked off-brand decisions.
Managing this required clear guardrails, regular check-ins, and a flexible-but-firm operating style that protected long-term equity while allowing local traction.
Summary :
Third Eye Distillery’s export business grew from a few initial markets into a structured, multi-country operation. Stranger & Sons built credibility in new regions, secured premium trade listings, and became a recognised player in the category without compromising its identity.
This project shows how I approach international growth: strategy first, partner-led execution, and tight brand control from day one.
More Projects
Go-To-Market
Third eye distillery
At Third Eye Distillery, I led international expansion for Stranger & Sons, growing the brand across Southeast and East Asia. This included market entry strategy, distributor management, and commercial alignment from trade to consumer.
Year :
2019-2022
Industry :
AlcoBev
Client :
Third Eye Distillery
Project Duration :
3 years
Problem :
Most craft spirit brands struggle to grow outside their home market especially in Asia, where distribution, pricing, and cultural context vary wildly. Stranger & Sons had strong local traction but no structured plan for international rollout.
The brand needed a clear export strategy, reliable partners, and a commercial system that could scale without diluting its identity.
Solution :
I built a bottom-up expansion plan, prioritising high-fit markets like Singapore, Thailand, and Hong Kong, United Kingdom and Dubai. This included partner sourcing, trade engagement strategies, pricing frameworks, and market-by-market positioning.
I created tailored decks, launch plans, and tools for each region while keeping brand consistency tight and supply chain lean.
Challenge :
Maintaining brand integrity while adapting to different markets was the key tension. Distributors often wanted control, quick wins, or local tweaks that risked off-brand decisions.
Managing this required clear guardrails, regular check-ins, and a flexible-but-firm operating style that protected long-term equity while allowing local traction.
Summary :
Third Eye Distillery’s export business grew from a few initial markets into a structured, multi-country operation. Stranger & Sons built credibility in new regions, secured premium trade listings, and became a recognised player in the category without compromising its identity.
This project shows how I approach international growth: strategy first, partner-led execution, and tight brand control from day one.