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Shauna Derby
Global Brand Strategy Lead @ Uber Eats - Brand Marketing & Brand Building
Shauna Derby is a seasoned marketing professional currently serving as the Senior Global Brand Manager at Uber. She has a robust background in brand management and strategic planning, having worked in various key roles within the company, including Global Head of Brand for Delivery. Shauna has been with Uber for nearly seven years, contributing significantly to the brand's transformation and marketing strategies during her tenure.12
Professional Background
- Consulting Experience: Before joining Uber, she was the Principal at her own consulting firm, Shauna Axton Consulting. She has also held positions such as Head of Strategy at MRY, and Strategic Planning Director at Saatchi & Saatchi, showcasing her extensive experience in strategic roles.1
- Educational Background: Shauna holds a BA in Communication with a focus on Technology Entrepreneurship from the University of California, Santa Barbara. Additionally, she participated in a Study Abroad Program in Communication and Fine Arts at the University of Leeds.1
Key Contributions
Shauna Derby has been instrumental in leading brand initiatives at Uber, particularly focusing on brand safety and sustainability. Her work emphasizes creating a cohesive brand identity that resonates with consumers while addressing contemporary issues like climate change.23 She is recognized for her innovative approach to marketing and brand strategy, which includes integrating storytelling into Uber's brand evolution.4
Current Role
In her role as Senior Global Brand Manager, Shauna leads efforts to enhance Uber's brand presence globally, ensuring that the company's messaging aligns with its mission to "reimagine the way the world moves for the better".4 Her leadership is pivotal in navigating the complexities of brand management in a rapidly changing market landscape.
Overall, Shauna Derby exemplifies a strong blend of strategic insight and creative execution in her approach to brand management at Uber.

