Australia’s liquor retail industry is an incredibly diverse landscape, from pioneering new trends to upholding time-honoured traditions. But beyond the brands and products, it is the individuals within this industry whose passion and dedication create such a dynamic market.
In each instalment of our ‘Five minutes with…’ series, National Liquor News puts the spotlight on a key figure in the industry, sharing a glimpse into their personality and the experiences that underpin their achievements.
Each fortnight, we will dive into the professional accomplishments and unique perspectives of our industry’s dynamic leaders, uncovering their personal stories of success.
This week, we sat down with Sarah Parkes, General Manager of Marketing and Sales at Australian wine group Treasury Premium Brands (TPB).
NLN: How long have you been with TPB, and can you share a bit about your journey to becoming the General Manager of Marketing and Sales?
SP: I joined back in 2017, heading up the independent channel. I held a variety of sales leadership roles in the ANZ market before heading to Singapore to head up the Asia sales team for 18 months. I then returned to this current role back in Melbourne at the start of 2024.
Most of my career has been in sales – from field sales to account management and for the past 10 years leading national sales teams. I did some time in capability development and customer marketing and these experiences gave me a different perspective and the opportunity to work with different teams and objectives. I highly recommend any opportunity to develop breadth of experience – we are working for a long time so take the time to gather different skills and experiences as you navigate your career.
NLN: What are some of the key milestones or lessons in your career that have shaped your understanding of the industry?
SP: It’s bit of a cliché, but curiosity and asking all the questions has been my biggest teacher. I have always enjoyed leading teams and building relationships, and a wide and deep network is a fantastic way to plug into different people and thinking across multiple industries and categories. I have also said yes to most opportunities that have come my way – I have worked across multiple countries and roles and these have definitely shaped my understanding.
I’m not someone who overthinks decision making and I will always make it work. A positive and optimistic view allows me to keep perspective and therefore I don’t spend much time thinking about ‘what if’.
In addition, working in different locations – I have worked in Brisbane, Sydney and Melbourne in Australia, plus most recently, time in Singapore – it has helped me build my resilience and adaptability skills, which I believe are critical for navigating leadership challenges later on.
I also strongly believe that most people approach their work with positive intent and want to do a good job so when there is a performance issue I look through the lens of the three C’s – Capability (do they have the skills to do the job), Capacity (do they have they space to do it) or Communication (have I been clear on expectations and outcomes). Usually this helps drive the right action plan.
NLN: How do you ensure TPB stays ahead of industry trends and changes?
SP: Listening to the consumer is crucial. It may seem simple, but it’s often overlooked. We strive to move beyond gut feelings by making our primary research and industry data more accessible to our team. Whether through industry-leading partners like Kantar for brand health tracking, leveraging insights from our GenAI agents, or collaborating with agile research companies that deliver results overnight, we tap into our rich consumer insights to pinpoint trends, behaviours, and changing attitudes. Ultimately, this approach helps us create products and experiences that genuinely resonate with our consumers.
NLN: As the GM of Marketing and Sales for TPB, what are your ambitions for the year ahead?
SP: Well first of all to have more fun – we work in a dynamic and fun category, with great people and customers, so I’m passionate about celebrating that more often. Continue to improve our planning timelines, keeping the customer voice at the centre. Not being afraid to take some risks and quicker decision making.
We have recently launched some great innovation into the ANZ market and the juggle is always between sharing the love between the new and the existing hard-working portfolio. So, my ambition is to improve our planning timelines but keep the flexibility to change these plans based on category and consumer opportunities. There is no one way right way, so my number one ambition is that the team feel empowered and supported to make decisions that best serves the consumer and customer
NLN: What keeps you inspired?
SP: When people seek out feedback and improve – they put ego’s aside and genuinely want to have a positive impact on the people around them. A lot of people say they want feedback, but really they are just looking for validation. I think it takes a certain level of vulnerability to be self-aware and self-awareness is critical for authentic connection and personal growth. I also love seeing people develop and build their confidence to have their voice heard – this is when the magic happens.
NLN: Outside of work, what hobbies do you have, or how do you enjoy your spare time?
SP: I have two kids, aged 12 and 10, so spare time is usually spent at kids sports or activities. We also love to travel as a family and we have been lucky enough to have some wonderful experiences. Of course, good wine and food is not only my job but also my hobby.
