Dan Lacaze isn’t your typical marketer. Over a 20-year career spanning some of the world’s biggest brands, the Telstra general manager of retail marketing and merchandising has built a reputation for fusing creativity with commercial smarts, and for keeping curiosity at the centre of everything he does.
From helping Coca-Cola dream up new products to creating world-first innovations for Australia Post and reimagining Telstra’s retail experience, Lacaze’s work proves that bold ideas and business results don’t have to live in separate worlds.
As we launch our second season of B&T’s CMOs To Watch, presented by Zenith, Lacaze joins the ranks of visionary marketing leaders redefining the playbook. This series celebrates those who balance bold ideas with business impact and have a whole lot of fun along the way.
Speaking with B&T, Lacaze talks about what drives him, why creativity is a serious business tool and how Telstra is shaping a more human future for one of Australia’s most iconic brands.
B&T: Let’s get to know you… What three things would you take to a desert island?
Dan Lacaze: A surfboard, a guitar and my wife (sorry kids).
B&T: What is your passion outside of work? If you weren’t a CMO, what would you be doing? (AND if you want, send us some photos of you doing this).
DL: I’ve been very lucky to combine my personal passions with my work throughout my career.
I love writing – and when I was a young suit at M&C Saatchi I wrote a few Qantas TV scripts for an International Business campaign that our creative director approved and we made. It was high stress – we were shooting on a 747 getting prepped for a trip to London with some Wallabies who couldn’t act.
I love sport, and I’ve worked with a number of athletes and codes on integrated marketing campaigns. The most interesting was filming disgraced drug cheat Ben Johnson in Romania for a Sportsbet ad. Putting the Roid in Android for their new juiced-up app.
And I love creativity and innovation. I’ve developed new products for Coca-Cola, a world first Video Stamp for Australia Post, new restaurants for Matt Moran, and most recently new stores for Telstra.
B&T: What’s your favourite campaign of all time?
DL: Apple’s iPod launch work with the dancing silhouettes. It was so fun, vibrant and distinct. It was truly global work that connected with people all over the world. The product was mind blowing. And the track was from one of my favourite Aussie bands at the time, Jet.
B&T: Now let’s talk shop. What is your brand’s top priority for the next 12 months?
DL: To be more human. Our Marketing team at Telstra has done a huge amount of work over the past few years to shift perceptions around our brand. And we are seeing that being recognised at the highest levels both creatively (at Cannes) and for effectiveness (at the Effies).
I’m very proud to work at Telstra. We provide critical infrastructure and connectivity for millions of Australians and businesses. This is a company that invests for the long-term future of our nation.
B&T: What channel is exciting you the most and how do you split your marketing budgets between long/short and channels mix?
DL: I’m most excited by Retail in my current role. Our owned media across 280 stores is incredibly valuable. But the multiplier effect is what we work hard to synchronise.
For example, our most recent Network Security campaign had bespoke film assets featuring supervillain Steve Buscemi created for broadcast, social, and retail screens formats. All beautifully crafted by our partners at Bear and +61.
In terms of the long and the short, we are increasingly investing in brand marketing and our MMM is proving this is driving stronger ROI across the entire mix.
B&T: What is the biggest challenge you currently face in the marketplace?
DL: To change the way people feel about our brand, we need to change the way the brand feels. From how our brand shows up in media, with partners and in our stores; our visual merchandising standards, our loyalty and service propositions, and of course the significant investments we make in our people, distribution and our core product i.e our Network.
B&T: What are you most excited about in the marketplace?
DL: Brands that invest in ideas, craft and creativity are going to win. If you’re chasing efficiency and mass AI production, you’ll go unnoticed (which is the biggest risk we all run as advertisers).
B&T: Where do you see yourself in five years time?
DL: In five years we will have delivered our Telstra Connected Future 30 strategy, so it will be an exciting time to reflect. I’m most interested in roles that bring creative and commercial objectives together.
B&T: Speaking hypothetically what’s one brand, product or category you’d like to sink your teeth into right now as a marketer?
DL: There’s something energising about being part of a winning team, working for a category leader. I’ve been lucky to experience that a few times in my career, particularly at Coca-Cola and Telstra. So applying that thinking – it’d be nice to travel the world and run marketing for Formula 1 team Red Bull Racing!
B&T: Zenith believe there is untapped media potential we need to uncover. What is your prediction for media this year?
DL: I don’t think there’s a silver bullet for the whole industry. I love the idea of finding complimentary channels that drive a multiplier effect.
For our ‘wherever we go’ brand campaign, high impact spots in live sport delivered the mass awareness, and TikTok gave us the platform for people to have fun with the idea and mimic the Tel-strut walk.
Red Bull’s world-class sponsorship program has a multiplier effect when combined with strong visibility on shelf and branded cold drink equipment in the channel.
Apple’s iconic OOH placements for new device launches have a multiplier effect with how we light up their storytelling and products in our stores.
It really depends on your category, audience and objectives.
