This week on #CareerFocus, we speak to Domaine Rautenbach, Senior Brand Manager at Jacobs, about her journey in brand management, the challenges she’s overcome, and the strategies she uses to keep iconic brands relevant in a fast-changing market.
1. What inspired you to pursue a career in brand management?
I’ve always loved understanding what people care about, how they make decisions, and why certain brands become part of their everyday lives. Brand management brings all of that together. It allows me to be creative, strategic, and business‑minded all at once. For me, it’s incredibly rewarding to build brands that connect with people in meaningful ways and leave a lasting impression.
2. How did your early experience at Eskort Limited shape your approach to brand strategy?
Eskort was a major turning point for me. Working on a heritage brand in a fast‑moving FMCG environment taught me the importance of brand resilience. Consumers change constantly, their needs, their expectations, their lifestyles, and brands have to move with them. I learned very quickly that relevance isn’t a once‑off achievement. It taught me that while brands must stay true to who they are, they should never be afraid to shift, modernise, and meet consumers right where they are.
3. What excites you most about working in the FMCG and food production industries?
It’s the pace. FMCG is fast, unpredictable, and constantly shifting, and that excites me most. Consumer behaviour changes almost overnight, and that pushes us to think smarter, plan better, and stay ahead. You’re always learning, always adapting, and always challenged to elevate your thinking.
4. How do you approach crafting and executing successful brand strategies?
For me, a successful strategy is one that gets consumers genuinely excited about the brand, just like we are internally. When people can feel the passion and purpose behind what we’re doing, then we know the strategy is landing. And to make that happen, you really have to stay close to what’s happening around you, media trends, cultural shifts, how people shop, how they consume content. When you truly understand how your consumers’ needs and motivations are changing, your messaging becomes more relevant, sharper, and lands so much better.
5. What was it like leading the Jacobs rebrand at JDE Peet’s?
Working on a heritage brand like Jacobs is honestly humbling. There’s something special about being part of a brand with such a strong legacy, one that has stood the test of time and still holds a powerful place in people’s lives. Being trusted to help guide its next chapter is both an honour and a privilege. Watching the brand grow, evolve, and gain even more strength in the market has been one of the proudest experiences of my career.
6. How do you leverage market insights to drive innovation and growth?
Insights are where everything starts. We must understand who our consumers are today and not who they were five years ago. Market data, category trends, and cultural behaviours help identify real opportunities. When insights lead the way, innovation becomes intentional. It’s not about creating for the sake of it; it’s about solving a real need, improving an experience, or offering something consumers didn’t realise they were missing.
7. Can you share a campaign you’re particularly proud of and why?
The Jacobs Cadbury Mocha launch is definitely a standout for me. South Africa was the first market in the world to bring this partnership to life, which already made it incredibly exciting. What made it even more memorable was how well we executed it as a team. We made every asset work hard for us, and it really showed. The consumer response, the positive sentiment, and how well the product was received made all the effort worth it. It was a proud moment for our team and for the brand.
8. What skills are most important for women aspiring to marketing leadership roles?
Resilience and compassion. I genuinely believe those two go hand in hand, and together they’re incredibly powerful. In corporate spaces, women are often expected to be strong and decisive, and we absolutely are. But what really sets us apart is the way we lead with empathy, understanding, and emotional intelligence. Teams do their best work when they feel supported and valued, and women leaders naturally create those kinds of environments. It’s one of our greatest strengths.
9. How do you balance creativity with data-driven decision-making in your work?
For me, data guides the “why,” and creativity brings the “how” to life. Without real insight into the market or how consumers behave, creativity doesn’t have direction. But once you understand the numbers, the trends, the shifts, the gaps, your creativity becomes sharper, more intentional, and ultimately a lot more effective.
10. How do you handle challenges when managing complex campaigns?
I’m extremely fortunate to work in an organisation where our leadership team genuinely supports us. When challenges come up, they create space for us to unpack things together instead of facing them alone. There’s no pressure to have all the answers; we problem‑solve as a team, we collaborate, and we stay aligned. That level of support makes navigating complex campaigns so much easier and gives you the confidence to keep pushing for the best results.
11. What role does collaboration play in your leadership style?
I believe great work comes from teams who feel comfortable sharing ideas, asking questions, and challenging thinking. Everyone’s input matters because strong brands are built by strong teams, not individuals
12. What advice would you give to young women aiming to build a successful career in brand management?
Stay curious, stay confident, and trust your voice. Brand management is constantly evolving, so be open to learning and don’t be afraid to bring your ideas forward. Take up space, ask the questions, and believe that you belong in every room you walk into. And most importantly, lead with authenticity. There’s nothing more powerful than being yourself.
