Hayley-Jane Doyle

Marketing Director, Seedlip


As Marketing Director for Seedlip in the UK, Hayley-Jane is responsible for managing the brand growth of the world’s first non-alcoholic spirit, where Seedlip is leading the way in a brand new category on an impressive growth trajectory. A creative marketer with strong and diverse experience of delivering high impact marketing and communications campaigns for a wide portfolio of brands, Hayley-Jane is passionate and committed to working on purpose-led, meaningful brands. Previous to this role, Hayley-Jane was Brand Manager for Dorset Cereals at Associated British Foods (ABF), which saw her leading a relaunch across the brand’s global Muesli portfolio. This role was the culmination of four years at ABF, where she completed their Marketing Graduate Scheme working on brands including Blue Dragon, Twinings and Jordans Cereals. Starting out agency side, Hayley-Jane worked at Seven Hills, named as the UK’s fastest-growing PR consultancy by PR Week magazine, managing teams and projects across clients and partners including Ella’s Kitchen, One Young World, the Peter Jones Foundation, nails inc, Bloomberg Business and the inaugural 50 Food Stars with the Secretary of State for Environment, Food and Rural Affairs. Hayley-Jane graduated with a degree in History from Durham University and enjoyed a stint working as an English teacher in Paris before moving back to the UK to live in London seven years ago.


High risk, high reward; disruptor brands have been paving the way in reaching new audiences. Smart technology, lower prices, new conventions - they can leave some legacy brands struggling to fight back. But what can we learn from them?


The Campaign Brand Forum puts 6 disruptors under the spotlight to reveal new growth strategies around social commerce, data, content and creativity.  Sharing practical tips and new thinking, their insights can be applied to accelerate your own marketing strategy. 


Not all brands can change the world, but all brands can embrace the creativity and effectiveness of the disruptors.

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