From Tradies to Trending: The Reece Reinvention
How do you evolve a 100-year-old trade brand into a modern, design-led retail powerhouse? In this episode of The CMO Show, host Mark Jones sits down with Jessica Park, CMO of Reece Group, to explore the art of balancing legacy with bold transformation.
Reece has long been synonymous with Australia’s plumbing and trade sector, built on trust, quality, and deep relationships with tradies. But the brand is expanding beyond its B2B heritage, embracing a B2C and B2B2C future driven by design, innovation, and seamless omnichannel experiences.
At the centre of this evolution is a reimagining of retail. Jessica takes listeners inside Reece’s newest flagship Rosebery showroom, where physical and digital experiences converge to simplify complex customer decisions. From interactive tools and mood boards to over 200,000 product variations, the space is designed to help customers confidently “mix and match” and move from inspiration to execution.
Drawing on her agency background, Park shares how skills like building high-performing teams, rapid problem-solving, and creative strategy translate powerfully into in-house marketing.
The conversation digs into the realities of modern marketing: customers who start their journey online, arrive in-store armed with research, and expect a seamless, personalised experience across every touchpoint. For Reece, success lies in “stitching” those channels together, blending human expertise with digital capability to remove friction and elevate the brand experience.
Ultimately, this episode is a lesson in brand evolution, showing how respect for heritage, combined with a relentless focus on customer experience, creativity, and commercial impact, can unlock new growth.
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This episode of The CMO Show was brought to you by host Mark Jones, producers Niall Hughes, Kirsten Bables, Syd Le, and audio engineer Ed Cheng. This is an edited excerpt of the podcast transcript.
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Mark Jones
One of the biggest challenges for brands that have been around for a long time is that you can get stuck in ways of thinking. There's patterns that you've developed and there's methods that you've proved over a very long period of time. So what does it take to do something that's very similar to what you're currently doing but just a little bit on the edge? What does it take to really push into an innovative idea that requires lots of stakeholders to all get together and on the same page?
This is The CMO Show. I'm Mark Jones. Thank you so much for joining us. This programme is brought to you by Impact Institute in partnership with our friends at Adobe. And my guest today is Jessica Park. She's the CMO at Reece Group. Now, many of you will know Reece Group, of course, from their taps and their plumbing. This is a hundred-year-old business that's iconic in Australia. And for anyone who's in the building game or home renovations, you'll know exactly what I'm talking about. And interestingly enough, this is a company with around 700 stores, and 200 of which are focused on bathrooms. And today we're going to learn a bit about the brand, what they're doing.
And Jessica's also going to take us inside a brand new store at Rosebery and talk about how they're blending the online and offline worlds in a very creative way. An incredible focus on design, very intentional look at how people can work within certain spaces. And being able to mix and match, of course, when you're overwhelmed by all the choices you need to make from a bathroom creation point of view, how do you match your tiles with the taps and all the different other bits and pieces? So a really creative approach to this.
From a marketing point of view, what's interesting is how they've been able to blend B2B with B2C and push the brand further into the retail space away from, or in addition to, their strong heritage in the tradie space.
So let's have a listen to Jessica and the story of Reece Group.
Jessica, thanks for joining us. It's so good to have you with us on the show today.
Jessica Park
Thank you for having me. It's great to be here.
Mark Jones
I wanted to kick off by understanding a little bit about you first. We're going to talk about Reece and some of the interesting things you've been doing over at Rosebery, but let's dive into your agency world if I can first, because I know this agency world quite well myself. I was interested, you spent a lot of time in that space. You've been working on the creative side before you came to Reece. I wonder what was the biggest lesson that you brought from that world to Reece?
Jessica Park
I probably underestimated the skill transfer. I think maybe we're told as agency folk that the skills will never transfer into a marketing role, but I think you realise pretty quickly that your ability to put teams together very well, high performing teams that are happy, and the fact that you've been able to work across so many different categories and industries and creating strategies and brands for one company after another after another after another very, very rapidly, that actually that's quite an asset when you get into sort of looking after one business in particular. So I think that was a surprise for me. I didn't realise what an asset it would be. A pleasant surprise anyway.
Mark Jones
I was going to say, maybe you're not quite working as fast as you used to. I don't know, the agency world.
Jessica Park
Oh, no. I think we're still expected to work just as fast. And I think Reece at the moment has a lot of momentum. So that's actually been quite helpful because it's a speed the team are used to and that particularly those coming from X agency. So it's worked quite well.
Mark Jones
I don't know to what extent you work with agencies, but I imagine you've got a pretty finely tuned sense of what's a good creative idea and what's not. And I wonder what people get wrong pitching you ideas. Or maybe the perspective you have is how you interpret creative ideas now in this concept. It's an interesting one, I think, to explore people who shift over to an in-house role.
Jessica Park
Yeah. I mean, I think you definitely have a lot more empathy for what the agencies are going through and how difficult it is. And you have a lot more empathy for, I guess, how much of your own personality goes into those ideas. So you're critiquing someone's baby that they've spent a lot of time thinking about. So you definitely have more empathy for that.
I think the challenge with that experience, you've seen what great work really looks like, so it's hard to remove that layer of expectation. You do really know what brilliant looks like. And so you do expect that every time and you expect that the creative work that you're seeing is not only on brief, but it's absolutely answering business problems as well. So there's probably more of a commerciality around it now that I expect that I didn't in the past.
Mark Jones
Yeah, nice. Well, it's interesting that you're now at a company with a hundred-year history. And I imagine that has its own opportunities and challenges. There's not too many hundred year old companies in Australia. So that's one thing. But if we think about coming into that organisation and how you've had to move forward with both a legacy, but thinking ahead, like how you evolve that brand, I think most people would know it from the plumbing and building side of things, right? So it's traditionally been sort of a B2B brand, but now we're heading into the sort of B2C and B2B2C, if I put that correctly.
So I'd love you to set that up for us. What's that dynamic like for you with this balancing the legacy and the modern?
Jessica Park
I think the first piece is you need to come in with a huge amount of respect for the legacy because it is a hundred years. And the business hasn't reached its success accidentally. It's a great brand and a very strong brand to work on. I think coming in almost five years ago, very much came in with a respect for that. So I think it's easy to come in and start trying to throw the baby out with the bathwater and do all sorts of new and interesting things. And that's great, but you do need to have a respect for the history. So it's about how do you preserve that beautiful past and bring what's great about Reece into the future and evolve it. So it's a brilliant challenge.
Mark Jones
What would you say tradies think about the brand? How would they describe it versus the consumer now? Is that a thing that you've thought much about? There's the shorthand for what you guys are like.
Jessica Park
Yeah. I think, I mean, as you say, it was built as predominantly a trade brand a hundred years ago. So it's very much there's a level of trust, quality, expertise, relationships across the Canada that have been built with tradies over a really long time and through generations as well. And a lot of tenure within the Reece business too. So I think that's how they would probably describe the brand.
And then in terms of our consumer, we're very much moving into much more of a design-led future for bathrooms. So I think we've always been trusted for quality, trusted that we're going to have range. But I think it's about moving much, much more further into this very sort of design-led and creative, innovative space than probably what we've seen in recent history. So that's an exciting shift for the business.
Mark Jones
Well, that's probably a good excuse to talk about what you're doing in Rosebery then. I think-
Jessica Park
Segue.
Mark Jones
Right. Perfectly set up. The photos that I've seen, it looks pretty flash, right? This is a high-end boutiquey hotel kind of vibe in a gallery as well. So that's an interesting take. From a marketing perspective, we've been managing this online, offline retail meets digital thing for a while now. I'd be interested just to hear what was the thinking that's gone into creating this space? What's the reason for it? Why did you need it? Why can't people just go to Bunnings and get some taps, you know?
Jessica Park
Yep, great. Well, I think the insight came from the customer, right? As it always does. The research showed us that we all know our customers are doing a lot more of their journey online. They're coming into stores now, having done all their research, they've got their Pinterest boards. They might have even bought tiles already and they're coming in to sort of finish that element of their journey. So what we realised is that that physical showroom, the human experience, being able to touch and feel and sort of see the colours and the materiality in person is still incredibly important for the vast majority of customers.
And I think that it's really come down to the way bathrooms has changed in the most recent years, particularly since COVID. It's such a considered space in the home and it's become so personal. And if you think about how many personal milestones happen in that room, it's incredibly important. And I think we know that our end customers are making more and more of those decisions. So we wanted to create a space where it wasn't just about coming in and seeing a product on a wall. It was about actually immersing yourself into what that unique room could feel like for you.
But to your point around that online, offline, digital is always going to be incredibly important. So we do have a lot of digital technology and AI technology throughout the store that the customers can interact with and also that our staff can use to help have the conversation, which is proving to be incredibly useful.
Mark Jones
Can you take us through what it feels like, the idea behind it? Because picking up on a few cues here, this is an emotional experience that you're creating for people. It’s an important room. How do you take people through some kind of journey? I know you've got like a few different zones, so I'd be interested to understand how you've been thinking.
Jessica Park
Yeah. Absolutely. We have sectioned the space into zones and it's very much about moving our customer through that journey, how they behave in the store and how they make decisions. So it's set in Engine Yards, which is in itself a heritage building, and it's a very design centred space. So essentially we're taking that kind of old shell and putting something pretty new and exciting into it.
And then it's about pulling customers into what we're calling the maker studio at the centre of the store where every sort of decision that they might need to make is within five steps of where they're sitting. So instead of having to sort of do laps around the showroom, they can pull together swatches, pull taps and tiles and things around and have a look at what is going to look great in their space and be able to create something there either with one of our experts or by themselves if they need to.
And we've also got our vanity studio as well. I think it's over 200,000 different variations of vanity. So as you can imagine, it's almost impossible for our experts to sell, but also impossible for our customers to sort of visualise. So we have the ability for them to, again, touch and feel, see it in different lights, be able to scroll through a digital space so that they can mix and match and then upload those to their own devices so that they have a record of it.
Mark Jones
So you've got the digital side of things, so there's digital visualisation, and you've also got this bathroom assistance. So tell me about how that works because I think that's an interesting take on being able to blend those two worlds.
Jessica Park
We know that people are arriving to the store with a whole lot of digital reference. So they're engaging with content from pretty much every platform and channel imaginable and bringing in mood boards, they're bringing paid swatches, all that sort of stuff. And they have their own digital references that they want to share with you. And then as they're moving throughout the space, they're able to actually upload a digital assistant. And then as they move throughout the space, they can essentially tap and collect products that they're interested in. They can move to the vanity visualizer, et cetera, and build vanities if they want to and collect those, essentially pulling together a mood board in addition to the ones they've already got within the store.
Mark Jones
So what was the core set of problems you were looking to solve in that context? So the one idea that springs to mind for me is just simply overwhelm, like, how do I choose? But I'm sure when you start looking at blending all these technologies as well as the physical experience, there's a different set of problems as well. So how did you think about that?
Jessica Park
I think for us it was about very much, and we all strive for this, but how do we create a really consistent feel online and offline and how do we sort of create seamless experiences before you enter the showroom, as you're moving through the showroom, when you leave the showroom. If you're starting to have conversations around quotes and that more commercial side of the discussions, that those digital elements can follow you and be updated and you've got a consistency of that journey rather than sort of looking at the website, jumping off, you get a different experience in store, then you get a different experience when you leave. And so it was really about trying to stitch those channels together and create moments that were important. And where you found those moments, you could bring them together and there was a consistent feel that was personal to you. So that was important to us.
Mark Jones
Yeah. I'm interested in understanding a bit more about that because I have had so many conversations about digital experience in the last sort of year. And it can get very abstract, whereas this is that blending and it's very, very tangible. So I guess I'm looking for the psychological insights that you and the team have brought to how all of this works.
Jessica Park
Yeah. I mean, I guess it's changed a lot in the way that people are using showrooms. I think years ago, you were seeing people come in at the very start of their journey. They'd done no research and they're purely using the showroom to start to gather ideas and to sort of figure out on the fly what it was that they needed. You do still have people that come and go, "I just want to tap and I'll take that one." But the showroom is very much... And there's many ways that you can do that.
I think the showroom's very much designed and in a space for people who are generally in more of a dwelling state of mind. So they do actually want to come in and spend a bit more time getting used to what colours and materiality and designs they want. And they may come in with a certain idea and leave with a different one, and that's what they're actually looking for.
Mark Jones
Yeah. Okay. And speaking of that, the tradies and their clients, what's that experience like when you bring those together because we alluded to that before, the B2B2C, how does that work out?
Jessica Park
It works exceptionally well. I think what this space does is it allows our tradies to ... There's a space that they can send their clients. So it's an easy space for them to say, "Go in and have a look at what you would like, start to pick some things." And our tradies feel comfortable that their clients will ultimately leave with something that not only looks great, but is actually decent quality as well.
So there's a peace of mind there for them. And also I guess we're also creating demand for renovations and for builds. People get inspired when they see the content, they get inspired when they're in store. And ultimately it creates more demand and more work, more business for our trade partners. So it's a nice sort of circle of inspiration and business.
Mark Jones
Nice. Well, if we could close the loop a little bit, if you think about some of the other brands that you've worked with in your past life, and then in that context, think about the CMO, the marketer who's listening, if they're thinking about customer experience and wanting to either innovate or transform it in some sort of way, what sort of advice would you lean into from the way that you guys have been doing it?
Jessica Park
I think for us, the most important thing was doing some research at the start. We could feel that the way our customers were shopping was changing, but we probably couldn't quite put our finger on what that was. And I think the natural inclination is to just, "Well, throw everything on digital, that's where everyone is." But what the research showed us that yes, absolutely people are still spending online and they'll continue to do so, but that the physical showroom was really important. And in fact, the need of the physical showroom had changed. So it was further down that journey. And the need to create and sit with an expert and actually build something together in that human experience was really important.
So having that research helped to validate that. And I think that then made the rest of the journey pretty easy because we knew what problem we were trying to solve and we knew what the opportunity could be and how beautiful it could be. And so it was an exciting project for us because it's something we can see rolling out to the rest of our network.
Mark Jones
So how did you bring teams along on the journey? I don't know to what extent this was a whole of company thing, but I'm sure there were different people involved. In any organisation, keeping stakeholders up to speed can be pretty tricky.
Jessica Park
Yeah, there were a lot of different, I guess, departments involved. Most notably would be, I mean obviously the marketing team, but also our product team, merchandising team, and very much our operations team. So the network that actually will be living and breathing and working in this space, incredibly important. Our digital teams as well, our property team. So it really was a lot of people coming together to make this work. And I think with any sort of transformation project or project of that scale, it was about aligning on a shared vision and a roadmap and for what we were trying to solve for our customers. And then I won't say it was easy, but it was certainly much easier when you're all running towards the same goal.
Mark Jones
Yeah, it's very involved.
Jessica Park
And ultimately, they're all very proud.
Mark Jones
And I didn't ask this before, but how big is the company? How big is Reece? Because it's not small, is it?
Jessica Park
No ANZ, we have close approximately 700 branches across Australia and New Zealand. So yeah, there are a lot of humans.
Mark Jones
A lot of humans.
Jessica Park
So yeah, not a small company.
Mark Jones
And how has your split of resources across channels and budgets and everything else, how's that changing in the context of what you're seeing here? For example, the AI side of things, which we haven't talked too much about. AI gem, I think it's called, you're going to start seeing these new opportunities come through, which then give you some pause for thought about where resources should go in the future. What's going on there?
Jessica Park
We're always looking at team and the right structure for our team. I feel like most marketing teams are. And particularly at the moment, I mean, I'm not sure there's an episode you do where you don't talk about AI in marketing at the moment, which completely understand.
Mark Jones
We did pretty well, by the way, to get this far into it.
Jessica Park
We did. We did. Yes. I will say that. But no, I think it's trying to look as far forward as you can, decide what type of marketing team of the future you want to be and what Reece is going to need in the future because we're a team that's in service of the business, and how are we making sure that we've got the right humans in the right roles. And a lot of that relies on having just incredible generalists who are exceptional at being versatile and using their skillset in the best way possible.
Mark Jones
And what would you say is the one channel that does the most work for you? Is it trade media, above the line? Is it digital? What would you say? And then obviously I'm curious about how retail fits into all of that.
Jessica Park
Yeah. I think probably I would say it would be digital and paid search at this stage and paid media would be the lion's share of where we play, but also it would be the network support as well. So how are we facilitating opportunities and experiences for our network to connect with customers and drive growth in that way.
Mark Jones
Yeah. Okay. And then I'm just wondering over time, because as the retail evolves, then that might change things a little bit too, the sort of word of mouth that grows and maybe other aspects of what you're doing to innovate in that space.
Jessica Park
Yeah. I think what it's taught us is that it's always going to change, where we are going to continue to shop differently, we're going to continue to want different interactions and experiences, and we're going to expect different things as well. And we do that not just because of what we're seeing within our existing category, but the way we're interacting with every other brand that we interact with on a daily basis. The expectations are always changing.
So I think this is a brilliant step in an evolution for us for Reece, but it's not the last step. Yeah, watch this space. Good. Well, look, thank you for your time. I really appreciate you sharing a bit of the story. So once again, Jessica Park, thank you for being my guest on the show.
Jessica Park
Oh, thank you so much for having me. Thanks, Mark.
Mark Jones
Well, I hope you enjoyed the chat with Jessica Park. The interesting thing about her career, of course, is all this time in agency [inaudible 00:34:43] then you come in house, it's a very familiar journey for many marketers and CMOs. She mentioned the empathy that's required and balancing that with the business. And I'm sure you've probably seen that sort of thing before, but for her being able to understand the two sides is a particularly powerful thing for her and as well as the creativity piece that she didn't anticipate.
For me, it's all about understanding that the experiences that you get in all sorts of different backgrounds can be applied in interesting ways that you never imagined. And I've seen this so many times through many of the interviews that we've done, these different career backgrounds that then get applied in different ways. We don't always know where things are going to go from a career point of view, but being able to lean into some great experiences and try something new, I think, is a really fantastic opportunity for her. And of course, I hope that you can take away your own insights from the story that we heard today as well.
So that's it for this episode of The CMO Show. Thank you once again for joining us. My name is Mark Jones. The CMO Show is brought to you by Impact Institute in partnership with our friends at Adobe. See you next time.