As head of strategy for Australia and New Zealand at Fever-Tree, Alanna Gibson plays a pivotal part in bringing the drinks brand’s proposition to market. Partnering with retailers, steering corporate strategy, and spotting consumer trends in an ever-evolving beverage scene are all part of her day-to-day.
Having started her career in Oliver Wyman’s London and Sydney offices, she credits the firm for the global opportunities and the consulting toolkit she continues to use today. Here, Alanna reveals how her early consulting days shaped her career — and what drives her to stay ahead in a fast-paced industry.
How did you develop professionally during your time at Oliver Wyman?
I knew early on that I wanted to help businesses grow and adapt to meet the needs of consumers. Oliver Wyman helped me develop that passion for consumer-led strategies. I had the chance to work across several industries —grocery, retail, airlines, e-commerce and retail banking — with clients in multiple countries. This helped me quickly build my strategic muscle and learn how to apply it to different environments.
I also did a six-month secondment at Marks & Spencer, which was my first taste of in-house strategy work. Moving to the Sydney office to establish a retail and consumer goods practice was a breakthrough moment: it gave me confidence and exposure to new challenges.
What was the most memorable project you worked on?
A standout was a joint project with Lippincott for a retail client, where we used the “Jobs to be Done” methodology to uncover consumers’ underlying needs and pain-points when engaging in products and services. It was a hands-on, insight-driven approach to innovation that I found incredibly rewarding. I still use the framework at Fever-Tree to guide consumer-led decision-making.
How do you use your Oliver Wyman experience at Fever-Tree?
On reflection, you can sometimes take for granted your craft as a consultant —the skills you learn and the speed at which you learn them. But the consulting toolkit is so valuable, and so applicable in all manner of pathways.
Of course, there are the obvious ones like Excel and PowerPoint (by the way: creating beautiful presentations does go a long way in industry!) But things like storytelling, influencing, and resilience really do set you apart, particularly when working with senior stakeholders. It’s like being fast-tracked, because you’re often one of the few people trained to distill complexity into actionable insight. That’s a real superpower.
Who were some of the most impactful colleagues you worked with at the firm?
I learned a lot from Cory Cruser at Lippincott, whose approach to storytelling and communication left a lasting impression. Fellow alum Chloe Tait, my manager on that same project, was also an important influence. Our team dynamic was strong, and I felt like I thrived in that environment.
Even today, I find myself coaching colleagues on how to structure their thinking and build a compelling narrative to suit different stakeholders, which is second nature thanks to consulting.
Tell us more about your role at Fever-Tree
Right now, I'm writing our three-year strategy to take us to 2028. That’ll be the blueprint for how we plan to win in the region — from portfolio strategy, to channel strategy, to operating model efficiencies. I’ve also recently taken on the Asia market as part of my remit, which is an exciting development.
How has Fever-Tree evolved with recent industry changes?
Fever-Tree launched 20 years ago, when gin was just starting to see a renaissance. I love that we disrupted the forgotten category of tonic, getting people to believe that it was just as important as the gin in a G&T. We’ve since grown into a broader mixer brand, with products tailored to popular spirit-based serves, including adapting to the rising popularity of cocktail drinking with mixers like our Margarita offering.
Drinking habits have shifted dramatically, particularly over the past five years. There’s growing demand for non-alcoholic and premium adult soft drinks. So, our strategy has pivoted in response. We’re evolving from a premium mixers brand to a broader adult drinks brand. That requires a category redefinition and expansion to reflect health, wellness, and moderation trends.
What advice would you give to young professionals considering their next step?
Use your time in consulting to discover what you love (or don’t love) across industries and project types — it’s a unique chance to explore. And don’t be afraid to take risks. Whether it’s a secondment, an international transfer, or a new role, those moves often lead to the most growth.
Most importantly, leverage your network. Talk to people inside and outside the firm about different career paths. Don’t keep those questions to yourself. The Oliver Wyman Alumni Network is a fantastic resource for this.
What are your fondest memories of Oliver Wyman?
I loved playing in the EMEA football tournaments — especially when the London Women’s team brought home the trophy in Warsaw back in 2019. It was such a fun and energizing way to connect with colleagues outside of project work. I also built lifelong friendships at Oliver Wyman through my intake, including two friends (and fellow alums) who will be MCs at my wedding next year!
This page was originally published on June 27, 2025.