Pistachio

Founder

Brand Chemistry

A weekly newsletter exploring how brands build trust and connect with their audience.

The Daily Aus

As the first growth, marketing or brand hire, and as part of the senior leadership team, I established foundational structures and strategies to ensure the business achieves sustainable long-term success.

Multi-channel Audience Growth
→ Grew newsletter audience by 5x.
→ Gained 140k Instagram followers.
→ Doubled TikTok audience to over 100k.
→ Podcast moved up 43 spots in the charts.

Special Projects
→ Managed the first brand refresh in TDA’s history from conceptualisation to rollout across all products.
→ Ran TDA's first ever OOH campaign for the 2023 Voice referendum.

Brand Development
→ Grew audience preference by 16% to become the most preferred news brand for young Australians.
→ 81% conversion from consideration to preference among the 18-24 year old target audience.
→ Awareness, consideration, investigation and usage all grew 8%.

Head of Growth

Mamamia

Brand Positioning
→ My team re-positioned and integrated the “MPlus” subscription offering into the master brand as the “Mamamia Subscription”.

Growth Hacking
→ Iterative testing of day-to-day subscription growth initiatives.
→ Held business units across both editorial and consumer revenue accountable to subscription targets.

Data & Analytics
→ Implemented reporting dashboards to surface insights at all levels of the business.
→ Restructured data warehouse to increase available data points and surface new insights.

Team Management
→ Managed a team of product managers and customer support agents, including recruitment, onboarding and career development.

Product Innovation
→ Ran ideation sessions and undertook user research to explore product opportunities that add value to the subscription offering.
→ Led research, design and development of the ‘Move by Mamamia’ app.

Innovation & Product Manager

Inastra

I co-founded Inastra to empower businesses to discover their own creativity. This included guiding the InterContinental Hotel Group through a reimagination of their operational structures to adapt and respond to the COVID-19 pandemic.

Co-Founder

batyr

I led the innovation function including the design and implementation of strategy, ideation and execution of collaborative initiatives, and development of strategic partnerships. This included launching projects such as OurHerd and the Young Innovators Award, managing a pipeline of concepts, and fostering an internal culture of innovation, while also serving as Secretary of the ‘Growth’ Board sub-committee.

Innovation Lead

Clipboard

After joining as the first employee, we achieved 8x customer growth in as many months through:
→ Sales pipeline management
→ Targeted case study campaigns
→ Guerilla marketing activations (which were incredibly fun!)

I also looked after product management, bridging the customer support and engineering teams to deliver better user experiences and introduce network effect features for product-led growth.

KPMG Australia

Over the course of my internship at KPMG I worked directly with the Design Thinking Partner to understand design thinking practices on a large scale, and then deliver a design thinking workshop to almost 300 participants.

Design Thinking Intern

Concio Group

I co-founded Concio Group to help teams in large organisations challenge their assumptions and draw upon interdisciplinary insights to overcome problems. This was a fantastic opportunity to utilise my understanding of innovation frameworks to deliver real-world value to a variety of organisations.

Hey 👋 I'm Isaac!

I’m a growth strategist and the founder of Pistachio, a GTM and brand-led growth partner for startups and scaleups. We help teams launch, scale and stand out by turning positioning into pipeline.

Most companies have strong products but fractured go-to-market efforts: sales, marketing and product aren’t aligned. The story isn’t clear. Growth depends too much on short-term tactics. That’s where we step in.

At Pistachio, we combine:
Brand strategy → defining your positioning, narrative, and messaging so you win trust and convert more buyers.
GTM blueprints → ICP definition, value prop, channels, packaging, sequencing.
Content systems → newsletters, CRM, LinkedIn and amplification to operationalise GTM and compound growth.
Growth ops → automation and reporting systems to scale without chaos.

Before founding Pistachio, I led growth at The Daily Aus (scaled to 180,000 subs in 10 months) and Mamamia (grew subscriptions to 30,000+ members and $170k+ MRR). Since then, I’ve worked with teams at BuzzFeed, Clay and many more to build GTM systems that turn brand trust into business results.

I also write Brand Chemistry, a newsletter about building trust and driving compounding growth.

🚀 Ready to align your story, GTM and growth engine? Let’s chat! check out my Featured section to get started.

Isaac Peiris

People always ask "How did you decide to start your own business?"
The truth is… I didn't.

I left my last job on a Friday.
Moved in with my partner on Saturday.
Then Monday morning, she left for work.

And I sat on the floor, surrounded by moving boxes thinking “well… now what the hell do I do?”

So I did what everyone does. Updated my CV, applied to job ads, reached out to people.

A few people started messaged me asking for help with projects, mostly with setting up and growing their newsletters.

I said yes for some income while looking for “a real job”

But two things hit me fast:

1. None of the jobs I was applying for excited me as much as the freelance projects I was doing.
2. I felt like I could do good work, but every job application felt like asking someone else for permission to do it.

Eventually, I figured what if I just gave myself permission?

I stopped the job hunt and started telling people I was available for freelance work.

The requests kept coming in. So I kept going.

Fast-forward to today…

Pistachio is a small but mighty team of 3.
Turns over more than double my previous salary.
We work with amazing clients from all over the world.

So to answer the question, I didn’t really decide to start my own business.

I never had any grand ambition to “be a founder”, I just followed what felt exciting and what people needed.

Now I’m scaling from there.

And I think that’s part of the reason it works.

P.S. yes I did a very very limited edition run of merch because I saw it on Etsy and got excited…

Founder of Pistachio | Build trust. Drive growth.

“Which newsletter platform should we use?”

It’s a question I get asked a LOT

10 times out of 10 my answer is beehiiv

We migrated to them while I was at The Daily Aus and hit 180k subs in 10 months.

Now I’m running Brand Chemistry on there and just passed 60k subs.

We’ve managed a bunch of client newsletters on the platform like BuzzFeed and The Imperfects.

We’re even migrating another client over at the moment.

I got early access to see what's coming next Thursday as part of beehiiv's winter release event and let me tell you, this thing somehow gets even better…

Now it’s a fully fledged, one-stop-shop platform for running a media business.

Huge props to Tyler Denk 🐝 and the team

Can’t wait for these updates to launch next week 🙌

Brand teams deserve better data, especially when the brand is the product.

That’s how Tony Clement described their approach to brand measurement at Movember and it stuck with me.

Most brand tracking is still stuck in “iceberg mode”.

You wait six months, get a deck that says “awareness shifted two percentage points” and the conversation ends there. You can't optimise with that. You can't make real decisions.

Tony's approach is to break it down by feature and attribute. Get granular. Get resolution.

Instead of just "awareness went up," you want to know:
→ Which brand attributes shifted?
→ Amongst which audience?
→ In which market?
→ What was in-market when that shift happened?

This is what changes the internal conversation.

Because now you're not arguing about whether brand "works", you're discussing which specific aspects are resonating with which audiences and why.

You'll probably never get to e-comm levels of attribution but you can get a lot closer than waiting a year and a half for two percentage points.

The goal is having better quality conversations internally about what's actually working.

And honestly, the hard part isn’t the tech. It’s getting leadership to apply the same measurement rigour to brand that they do to everything else.

Because if your brand is your product, vague metrics aren't just unhelpful, they're expensive guesswork.

How are you currently tracking brand impact beyond the surface-level stuff?

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I share brand strategy insights daily, follow for more.

Coca-Cola's Christmas ad is trending again.
And once more, AI is part of the story.

But the more interesting part is what hasn't changed at all.

Second year in a row they've used AI to remake their iconic red truck campaign.

Some people are calling for boycotts.
Others are defending it as innovation.

But here's what caught my attention in all this noise:

System1 tested the ad and gave it a 5.9 star spike rating.
(The maximum possible score for that metric)
It also hit 97% brand distinctiveness.

Meaning almost everyone instantly recognised it was Coca-Cola.

So there's this gap between online reactions and how the ad actually performs.

Which made me think about consistency and brand building.

Coca-Cola has been building the same festive world since 1930.

→ The red truck
→ Santa in that specific suit
→ The "Holidays Are Coming" music
→ That nostalgic feeling they've owned every December

95 years of showing up exactly the same way.

Because of that consistency the ad still works at a recognition level

(even when people debate how it was made)

That's the power of 95 years of consistency.

The emotion is already there. The associations are already built.

So Coca-Cola can experiment with production and the ad still does its job.

What people recognise isn't the method of production.
It's the feeling.

Makes you wonder if the debate is less about the technology and more about whether decades of consistency create enough brand equity to enable experimenting with execution.

Based on the data, seems like it does.

It's a reminder that marketing isn't just about execution.
It's about how people feel when they see it.

🎅🏼 What do you think of Coke's AI Christmas ad this year?

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I share brand strategy insights daily, follow for more.

What’s new in growth and marketing this week?

Here’s your quick Friday catch-up so you’ve got something smart to drop in Monday’s meeting.

🤖 Agentic browsers are here and they’ll change everything about digital marketing.
👀 AI search is reshaping how brands get seen (and not everyone’s ready).
📣 Publishers are suddenly advertising… themselves.
👢 Ugg keeps turning comfort into culture.
🧱 LEGO showed us how community can be a billion-dollar moat.

👉 Swipe to catch up in under a minute.

This week in Growth & Marketing #2

Here’s what happened in growth and marketing this week.
A simple rundown of the main updates you should know.

📉 Many B2B leaders still see marketing as a contact-collecting function.
🔗 ChatGPT links get visibility, but very few clicks.
🤖 Reddit’s audience continues to grow across age groups.
📱 New social predictions outline specific changes coming in 2026.
🛍 Depop shows how status influences buying behaviour.

👉 Swipe to read the full breakdown.

Want the source links? Comment or DM and I’ll send them.

This week in growth & marketing #4

I get asked a lot about founder-led marketing.

Is it really effective?
Who’s doing it really well?
What kind of content actually works?

One of the best examples I’ve seen is Tyler Denk 🐝, CEO and co-founder at beehiiv.

I was going to write a whole deep dive on how his content, especially his newsletter Big Desk Energy, drives epic results for the business.

But I figured it’d be way better to hand over to Tyler himself to take you behind the scenes…

Article link in comments 👇

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I share brand strategy insights daily, follow for more.

Most brands rebrand when they're in trouble. When the numbers are sliding and they need to "do something"

Domino's did it during record growth.

Their CMO said it pretty clearly:
👉 "There's risk in doing anything. But there's a lot more risk in doing nothing"

They didn’t throw away what already worked. The logo stayed. The colours stayed. The whole pizza promise stayed. They just made everything bolder.

And the packaging?

They didn’t design it for shelves or delivery trucks. They designed it for social feeds. For that Friday night pizza shot everyone posts without being asked.

Because Domino’s understands something most brands still ignore: your customers are already making content with your product. The question is whether you’re designing with that in mind, or pretending it’s not happening.

The new packaging stops the scroll. And don’t even get me started on the jingle... Try saying “Domino’s” without doing the little “mmm” in the middle 👀 you literally can’t.

While other brands chase every new trend and end up losing what made them stand out, Domino's just made the most of what was already working.

Most of us wait until things start going wrong to refresh our brand or strategy. When growth slows down. When engagement drops.

But the best time to evolve is when you've still got momentum. When you can build from strength instead of scrambling from weakness.

So the question is what's one thing you could refresh right now, before you actually need to?

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I share brand strategy insights daily, follow for more.

What happened in growth and marketing this week?

Here's your weekly breakdown so you've got something interesting to talk about.

🎥 Spotify is coming for YouTube’s video crown.
🤖 Grammarly rebrands to Superhuman and goes full agentic.
🎅 Coca-Cola’s AI holiday ad is… a choice.
👴 How brands can be old and new at the same time.
🐝 And beehiiv shows why building in public works.

👉 Swipe to catch up in under a minute.

Want links to the full articles?
Comment or DM and I’ll send them through.

This week in Growth & Marketing #3

Most people quit right before a breakthrough.

They’re zoomed so far into the data that they can’t see the bigger picture.

We obsess over every dip.
→ Zoom in on the graph and it looks like chaos.
→ Zoom out and it’s all just progression.

We treat short-term outcomes like they’re the whole story. We forget that noise isn’t the same as a real trend, and then we make big decisions based on what happened this week or this month.

I’ve seen teams throw out solid strategies because of one rough month.

I’ve also seen founders ignore real problems because the annual chart still goes up.

It’s always the same pattern.

Your worst stretch might actually teach you the most, but only if you step back far enough to see what’s really going on.

Before you change direction, give up, or double down, ask yourself:

Am I reacting to right now, or am I looking at the actual trend?
Is this real failure, or am I just in the messy middle?
Are we too zoomed out to see the small cracks?

The timeframe you pick changes how everything feels.

Don’t let a bad day or week convince you the growth isn’t coming. But don’t ignore the signs when something genuinely needs to change.

How do you decide when it’s time to persist vs. pivot?

3,000 people lined up for a Happy Meal.
Not for a discount or a celebrity appearance.
For collectible toys tied to a K-pop group.

McDonald's launched a TinyTAN Happy Meal ahead of BTS's 2026 return and hosted a three-day "Magic Meet-Up" in LA.

Here's what made it work:

𝟭) 𝗧𝗵𝗲𝘆 𝗿𝗼𝗱𝗲 𝗲𝘅𝗶𝘀𝘁𝗶𝗻𝗴 𝗺𝗼𝗺𝗲𝗻𝘁𝘂𝗺

BTS is coming back after military service. Fans were already buzzing. McDonald's didn't manufacture the moment. They just showed up when it mattered.

𝟮) 𝗧𝗵𝗲𝘆 𝘀𝗼𝗹𝗱 𝗯𝗲𝗹𝗼𝗻𝗴𝗶𝗻𝗴, 𝗻𝗼𝘁 𝗯𝘂𝗿𝗴𝗲𝗿𝘀

The food didn't matter. What mattered was giving fans a space to connect, take photos, create content, and feel part of something again. The real product was community.

𝟯) 𝗧𝗵𝗲𝘆 𝗯𝗿𝗼𝘂𝗴𝗵𝘁 𝗶𝗻 𝗽𝗲𝗼𝗽𝗹𝗲 𝘄𝗵𝗼 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗰𝗮𝗿𝗲

The agency team included real BTS fans who'd worked on the 2021 BTS meal. That insider perspective changes everything. You can tell when people actually get it.

𝟰) 𝗧𝗵𝗲𝘆 𝘁𝗿𝗲𝗮𝘁𝗲𝗱 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗹𝗶𝗸𝗲 𝗮 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗺𝗲𝘁𝗿𝗶𝗰

McDonald's measured this like any other campaign: attendance, engagement, earned media, sentiment, post-event behavior. They're tracking KPIs tied to culture rather than keeping it as a “fun stunt”.

K-pop used to be a subculture. Now it's mainstream enough that Netflix's KPop Demon Hunters became a global hit. The people who showed up weren't all the same demographic. Fan communities don't look like they used to.

When brands join cultural moments authentically, those moments expand without losing what made them matter.

What other fandoms could brands tap into without forcing it?

Street Side Medics

Chief Executive Officer

Prospira Global

Consultancy and advisory position with Prospira Global who are on a mission to help the global private sector accelerate effective mental health financing and action.

Prospira Global provides global and local mental health expertise to global funders based on credible and locally informed evidence, experience and data.

Regional Associate - Oceania

Suicide Prevention Australia

Non-Executive Director

CEO & Executive Director 

The General Manager is responsible for the operations, processes and management of the batyr team. Ensuring open and clear lines of communication between all teams is crucial whilst ensuring a consistent and streamlined approach to all organisational functions. This role is pivotal to ensuring the efficient and effective operations of batyr whilst supporting a high performing team to deliver on their objectives.

The General Manager is responsible for the development and maintenance of external relationships with high level stakeholders and will work directly with managers of multi-disciplinary teams and the staff in which they are responsible for across Australia.

As General Manager at batyr, the role works closely with the CEO and the Board of Directors to set the strategic direction of the organisation and ensure this strategy is clearly communicated to staff whilst establishing systems and processes to implement the plan to ensure success.

General Manager

The National Program Manager reports directly to the CEO and is responsible for the operations and management of the University, School, Facilitator and Being Herd Teams at batyr. Ensuring open and clear lines of communication between these teams whilst ensuring a consistent and streamlined approach to operations. This role is pivotal to the success of the programs these teams deliver, and as such the growth of the organisation across Australia.

The National Program Manager is responsible for the development and maintenance of external relationships with high level stakeholders and upkeep of an administrative workload. The National Program Manager will oversee work directly with the managers of these teams and the staff in which they are responsible for nationwide.

The National Program Manager will be responsible for leading and managing these teams across the country and ensuring that the they are equipped with the appropriate resources, training, support and mentoring to be effective powerhouses.

National Program Manager

The School Program Manager is responsible for the development and implementation of the Batyr@School program across NSW, QLD, VIC and the ACT. This includes the supervision and management of the Program and Facilitation Coordinators that establish and maintain school relationships and facilitate these programs across Australia.

Batyr@School programs offer a unique form of education that hopes to see a happier, healthier generation of young people by removing the stigma around mental health and social issues by engaging, educating and empowering young people to get help

School Program Manager

National Mental Health Commission

The National Stigma and Discrimination Reduction Strategy will include a long term vision for an Australian Society where stigma and discrimination on the basis of mental ill health are no longer barriers to people living long and contributing lives. 

The role of the Self Stigma Technical Advisory Group is to provide advice and feedback in a number of areas to support the National Mental Health Commission in developing the Strategy.

Technical Advisory Group Member - National Stigma and Discrimination Reduction Strategy

The Policy Committee provides advice to the SPA Board on priorities, content, activities and processes for policy development taking into account; Governance and Driving National Policy Reform.

Policy Committee Member 

The Collaroy Centre

Development, marketing, implementation and directing of new and existing on site and offsite holiday program's. Coordination of school camps and casual staff during school term to ensure smooth running and safety of outdoor recreation activities. 
Liaising with group leaders to ensure quality customer satisfaction throughout programs. 
Part of the leadership team determining future plans and current operations for The Collaroy Centre. Ensuring that the Salvation Army ethos of Jesus' love for all people is clearly shown and presented at the Centre through these program's.

Program Coordinator

The Salvation Army

Leading recreation and sporting activities with Asylum Seekers in Nauru's Offshore Processing Centres. Developing quality programs that met the needs of the individuals within the Centre's in a difficult and a rapidly changing environment.

Maintaining accurate data and case note entry and working closely with Social Workers, General Support Workers and other service providers within the Centre's .

Recreation Support Worker

The City of Newcastle, Australia

To effectively organise and administer the planning, coordination, evaluation and promotion of Council’s sporting infrastructure and provision of sporting opportunities. Act as the primary point of contact within Council for liaison with sporting clubs, school sports and various sporting organisations and associations regarding all required maintenance, bookings and capital infrastructure projects and plans.

Provide and communicate training and education opportunities for sporting club personnel such as facilitating the Council's Sports Partnership Grant Program and undertake Government grant submissions on behalf of The City of Newcastle. Member of working groups communicating with other departments to determine wholistic policies that effect a variety of Council departments.

Support the development of partnerships between the City of Newcastle, Parks and Recreation department and internal and community stakeholders in order to facilitate a program of activities with different requirements across Council's 100 sports fields.

Along with:
- Seasonal Club sportsground allocations
- Seasonal pavilion access
- pre season club training allocations
- providing policy and procedure information to facility users
- attend Section 355 Committee AGM's. Manage and adequately resource these volunteer groups throughout the year

Sports Liaison Officer

Nicolas Brown has spent a large portion of his career in the for-purpose sector working with young people in Australia and overseas. In 2015 he began work at batyr, a youth mental health organisation focused on ensuring all young people have the tools and support they need to live thriving lives. Initially beginning his time as the School Program Manager in the start up phase of batyr’s growth he has taken on a number of roles to drive batyr’s impact. Nic stepped into the role of CEO in late 2019 where he continues his commitment to ensuring batyr delivers on it’s mission, vision and strategic direction.

During his career Nic has had the opportunity to gain valuable experience in preventative education and suicide prevention in the areas of schools, universities, lived experience including regional implementation of suicide prevention and mental health programming. Nic has a commitment to collaboration and has provided input in advisory capacities with organisations such as the Global Coalition for Youth Mental Health, the Integrated Content Technical Advisory Group for the beyond blue National Education Initiative and the Suicide Prevention Australia Policy Committee. Nic has been involved in various research projects, roundtable discussions and forums and most importantly continues to work directly with young people and those with a lived experience through his role at batyr on a daily basis. 

Nic believes in maintaining positivity through adversity and in values driving organisational and leadership decision making. He was the Young Alumnus of the Year for Southern Cross University in 2021 and is currently a Technical Advisory Group Member for the National Mental Health Commission, National Stigma Reduction and Discrimination Strategy as well as a Member of the Global Anti Stigma Alliance.

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Isaac Peiris

Nic Brown

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