Approved as a global pilot, this zero-based strategy reimagined Gillette’s role at Point of Market Entry — moving from media-only plans to a cultural ecosystem of football, FIFA, and youth icons.
Key Results
87M weekly reach
1.5M video article views with 3’33” average dwell time
Global P&G pilot
Gillette faced an existential challenge: shaving among young men was in structural decline, and the brand risked losing its role as the “first razor” at Point of Market Entry. I led a zero-based global pilot, reframing the task not as media planning but as cultural immersion. The strategy — “Giovani Promesse” (Young Talents) — positioned Gillette as the brand that grooms the next generation, embedding it into football, FIFA, and youth culture through editorial partnerships, influencers, and real-time content.
Execution brought Gillette into the weekly rhythm of Serie A with Gazzetta dello Sport, DAZN, and Opta — delivering 87M weekly reach, 1.5M video views with 3’33” dwell time, and a recognisable presence in conversations around Italy’s most promising players. While leadership changes narrowed the scope from the original ecosystem, the campaign still proved the power of a content-first model, earning recognition inside P&G as a blueprint for future youth strategy.
So What?
This case wasn’t just about delivering a campaign — it was about proving that Gillette could break free from TV bursts and show up where young men actually live their passions.
The zero-based approach mattered because it redefined the brief: not “how do we spend the budget?” but “how do we rebuild relevance from scratch?” That thinking led to an ecosystem that tied Gillette to the weekly heartbeat of Italian football — a space of culture, debate, and identity for Gen Z.
Even though leadership changes limited full execution, the work still delivered massive reach and deep engagement — and crucially, it was approved as a global pilot inside P&G. The foresight has since been validated: FIFA player ratings, talent spotlights, and eSports are now cultural fixtures, years after we placed them at the core of Gillette’s strategy.
For me, this case proves three things:
- I think beyond media, designing strategies that connect brands with culture.
- I can orchestrate complex ecosystems — across publishers, data providers, influencers, and talent — and make them work together.
- I bring foresight: spotting the FIFA trend early, turning it into an opportunity, and setting Gillette on a path others only embraced years later.
In short: this wasn’t just a campaign. It was a blueprint for how Gillette — and P&G — could reimagine youth marketing at scale.