Mariana C.

Mariana is a senior brand, product, and e-commerce marketing leader with experience across a previous company, a previous company, a previous company, and Trafilea's portfolio of brands. Her background spans brand positioning, product innovation, DTC strategy, merchandising, commercial planning, demand planning, and marketing investment. She has worked across retail, wholesale, and digital-first consumer businesses, connecting brand strategy with product development, performance marketing, and e-commerce growth. In her current role, she oversees six direct-report managers and a broader team of approximately 20 people, with responsibilities spanning acquisition, retention, merchandising, demand planning, and creative. Mariana has experience contributing to three-year business plans, P&L planning, channel expansion, and marketing investment decisions. Her strongest areas are strategic marketing leadership, product positioning, cross-functional growth planning, and team management. She takes a strategic rather than day-to-day execution approach to paid media and prefers to work with dedicated specialists for detailed campaign management and analysis.

a previous company: Spent more than seven years working in the US across retail and wholesale, gaining experience in a large-scale global consumer brand environment. a previous company: Worked for approximately two years in a digital-first business, focusing on product innovation, brand marketing, and long-term positioning. a previous company: Spent approximately three years in Brazil working across product, marketing, and e-commerce. DTC and e-commerce strategy: Connected brand, product, performance marketing, and e-commerce across DTC, Amazon, and Mercado Libre channels. P&L and commercial planning: Contributed to three-year targets, category priorities, channel expansion, investment planning, and brand positioning alongside founders and directors. Marketing investment: Described a paid-media allocation of approximately 65-70% toward Meta and 30-35% toward Google, with investment decisions informed by demand-generation goals. Product launch strategy: Cited a Jelly Bra launch where spend reached approximately during demand testing and review generation, before being reduced as the product gained traction. The specific attributable business results were not established in the interview. Merchandising and inventory optimization: Uses targeted pricing adjustments for specific colors and sizes to address aged inventory rather than discounting entire product lines. Retention and basket growth: Incorporates bundles, cross-category selling, and retention strategies to reduce reliance on paid acquisition and a small number of best-selling SKUs. Team leadership: Currently manages six direct-report managers and approximately 20 people across the broader organization. She also cited previous leadership of a team of approximately 25 at a previous company.