The JTI/Gallaher graduate training scheme
has launched many successful careers.
Current head of UK cigarette marketing, Tom
Osborne, shares his experience of the journey
from shop floor to his current role in the UK.
Just five years after joining the graduate
training scheme, Tom Osborne is responsible
for developing the brand strategies and
programmes that are designed to reclaim the
UK market leadership for JTI/Gallaher.
Since the acquisition by Japan Tobacco
International (JTI) in April 2007, he finds
himself with a key role at the heart of the
world's third largest tobacco company.
“I've always had a strong entrepreneurial
side and the big brands, size and reach of
JTI/Gallaher was a big draw for me,” says
Tom, who joined the development scheme
in September 2003, having graduated
from Bristol University with a degree in
Sociology.
For the first four months, Tom worked with the
sales force learning how to effectively sell and
merchandise products. Secondments within
sales management and account management
followed, before working on an IT project to
develop and roll out a tool for examining data
from supermarkets and wholesalers.
“I gained a really good overview of the
business from the grassroots up and quickly
learnt about –our brands, our sales structure,
our customers and our competitors,” says
Tom. “I also learned how to manage a team,
understand how our supply chain works and
hone my presentation skills.”
The scheme typically lasts 12 months but
after completing nine months of training,
Tom was offered a permanent position within
the business.
To graduate, trainees must make a presentation
to a management selection panel on their
experiences and the insight they have gained
into the business and its competitors. During
a formal interview, trainees are offered a
specific role, before becoming permanent
JTI/Gallaher employees.
“I was offered a role as junior brand manager,
working on a re-design of the Hamlet brand
and bringing it to market,” says Tom. “I
was attracted to marketing because I see it
as a way of influencing brand strategy and
ultimately, the direction of the business. In
the UK tobacco brands represent six out of
the top ten leading FMCG brands. Indeed the
annual sales value of Mayfair and Benson and
Hedges exceeds the combined sale in value of
Coca Cola, Walkers Crisps and Bold washing
powder”
Tom progressed to the role of marketing
manager for other tobacco products: cigars,
roll your own and pipe products throughout
the UK and Ireland. A year later, he became
Benson & Hedges global brand manager,
responsible for a global brand with a value of
$600 million, in net sales, before progressing
to his current position in May 2007.
“My career progression has been fairly rapid
but training has always been provided – from
mentors to external courses on presentation
and leadership skills,” says Tom.
Tom's current responsibilities include
managing a team of 18 and developing
effective brand strategies to enable JTI/
Gallaher to become the UK's number one
tobacco company again. JTI/Gallaher has
circa 40% share of the £13b UK Tobacco
business. Tobacco is bigger in revenue terms
than the sales of confectionary, soft drinks
and newspapers combined, for the UK retail
trade.
“With good training, commitment and drive,
great opportunities will open up for you,” he
says.
That is a message Tom is keen to pass on
to current trainees in his role as executive
mentor. Graduate trainees are supported by
two mentors. While buddy mentors become
everyday contacts, executive mentors offer
graduates advice on career direction and the
opportunities available at JTI/Gallaher.
“We were already a dynamic company, but as
part of JTI there is more support, experience
and an increased knowledge base,” says Tom.
“With huge opportunities to work overseas
and learn about new markets there has never
been a better time to join us. We are now a
truly global company''.
“If graduates are committed and can show
that they can deliver, this is a company which
recognises talent and pushes it forward.”
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