The global licensing community is powered by an incredible group of professionals whose diverse backgrounds and creative energy drive innovation and excellence. Each week we profile one of these professionals in this ongoing series.

How did you get into licensing (or how did licensing find you)?
My introduction to the licensing industry was through managing the relationship with the RSPCA’s licensing agent as part of my role as trading manager. I had joined the animal welfare charity in 2006. I well remember going to my first BLE that year—gaining insights into licensing and experiencing the buzz. There seemed to be only a few charitable or heritage brands represented or exhibiting in those days; the event seemed to be dominated by TV and entertainment properties. I quickly got to grips with things, particularly benefitting from some great advice from a really supportive group of licensing professionals.

Over time my understanding and experience grew, and I brought the RSPCA licensing programme in-house. I was able to relaunch and rebuild the licensing programme, with new style guides and a new purpose. By 2015, I was offered the opportunity to join the Royal Horticultural Society (RHS) as Licensing Manager. This was a fabulous opportunity for me to build on and enhance my experience of the licensing business with a major heritage brand that was clearly ready for expansion and had a wealth of assets to draw from.

What’s a “typical” day in your current position?
I manage the small (but perfectly formed) RHS licensing team. We deal with licensees, pitch for (and sign) new business, and oversee contracts, approvals, trademark registrations, royalties, and budgets.

We’re not a brand that just waits for the royalties to come in. Members of the RHS licensing team visit licensees, help with product ideas, and to steer product development while making sure that licensees have plenty of creative freedom with the RHS design assets they use.

We support and advise licensees on a product’s look and feel to maintain brand integrity, but we are very conscious that licensees have the manufacturing expertise and are best placed to design and deliver the end product.

All that said, there isn’t really a “typical” day. We have a large portfolio of licensees to manage across multiple product categories. In the morning, I might be wearing wellies walking round a yard full of compost, but in the afternoon, I could be discussing occasion wear or handbags with a major fashion brand. My role is, to say the least, very interesting and diverse!

What’s your biggest personal or professional accomplishment?
I am very proud of the way in which the RHS programme has grown in the last 10 years. When I started at the RHS I was specifically asked to grow the annual income to over £1 million. We did that by 2018 and have continued to grow every year since. Even Covid didn’t set us back! The current collection of licensees is the strongest yet, especially across the garden, gifting, and home categories.

Category reach is also expanding, as is our team, but we aren’t getting carried away. The team is growing at a sensible rate in line with our needs, we keep our costs under control, and we use our resources wisely. The result is that we deliver significant profit to the RHS (which is a charity as well as a heritage brand, by the way) via our trading company every year. We have a plan in place to grow the programme—we intend to develop and extend the brand and business internationally and enter new product categories.

What are the most significant trends or changes that you’ve seen in the business in recent years?
I’ve seen brands becoming more inventive as they’ve tried to extend their reach. I’ve seen surprising and unexpected brand collaborations become a trend. And—since my first BLE when there were so few of them—I’ve seen a lot more charitable and heritage brands entering the industry.

What keeps you up at night? What’s your biggest challenge these days?
Our biggest challenge is to consistently do things well and grow the programme without in any way undermining the integrity and reputation of the UK’s favourite gardening charity. Not only must the products the RHS endorses or licenses be of high quality and appropriate to the brand, but partners need to understand and support the RHS vision—a world where gardening is embraced as a way of life. Some people not involved in this industry think that licensees just queue up to work with the RHS. It’s certainly an attractive brand but not every partner is suitable and even with the right partner there can be a lot of time and effort involved in getting the deal right.

In your opinion, what is the top skill every licensing executive should have in order to succeed?
I think it’s a mix of skills, not just one! Integrity, honesty, and consideration are high on my list, as are being creative and having a vision. You’ll also need to be tenacious. Contacts are incredibly important. Reputation really matters. And don’t panic! Not everything works; sometimes it’s about knowing when to do something different.

What’s the best piece of advice you’ve ever received, or what’s your favorite quote?
I had a great mentor when I started my working life (back in 1983, believe it or not…). His advice—take your time, communicate well, and don’t be afraid to ask questions—has stayed with me in every role I’ve had, and it is as relevant today as it was then. Someone that inspires you, as he did me, influences and shapes you as a person throughout your career.

What is your favourite licensing deal of all time? (It doesn’t have to be one that was signed by you.)
I shouldn’t really have favourites, but I do have some standout ones! I never dreamed our licence with UK Greetings would be so successful. I knew they would do a great job with our artwork, but they far exceeded my expectations. The Burgon & Ball (gardening tools and gifts) license is equally satisfying not just because they are an amazing company to work with but also because I love gardening and gardening tools! I’m also really proud of the children’s clothing ranges we produced with Asda in 2021 and 2022. This was something we might not have attempted a few years earlier and yet it exceeded our most positive expectations. I’d love to do more direct-to-retail partnerships like this.

If you weren’t in licensing, what would you be doing now?
I’d still be embracing gardening, arts and crafts, and the outdoor life—specifically by growing chillies (and making chilli sauces), upcycling furniture, and walking my dogs.

The last licensed product I bought was…
It was the Snoopy/Peanuts Monopoly board game. My family played it at our annual ‘Snowfest’ (based on our surname, not the summer weather!) get-together over August bank holiday weekend. I loved Snoopy as a child and he’s still a favourite of mine now!