About Me
26 years experience within Marketing and Communications, Product and Commercial Management with over 16 years at senior level.
Alongside work, I enjoy family life centred around an amazing wife, a six year old and an extremely energetic dog. When time allows I try to keep fit riding a bike up mountains or virtual racing on a static bike…
Experience counts.
Here are a few examples of how my experience can relate to your needs. If you want to take a look at my CV you can find me on LinkedIn. You can also find out more from my blog [coming soon!].
These are just a few snapshots that should give you confidence that I can help move your business forward. I’m more than happy to chat through anything that is or isn’t here!
Creating a new business unit
I can walk confidently in on day one with a completely blank sheet of paper and start to map out requirements.
Building a unit from scratch can be daunting… but then again walking in on day one and inheriting an established team is another proposition I can and have confidently navigated.
Creating ‘Go to Market’ strategies
I’ve created strategies and plans, from annual market strategies to critical plans for invested third parties.
Formulating ‘Go to Market’ strategies for new theme-park admission products/ portfolios and setting up Club 18-30’s direct operation; all of which sought approval from Board / C-suite execs.
Developing product strategies
From launching personalised pre-paid cards for cash-orientated teens (yes, a while ago!) packed with in-resort benefits to responding to the post-COVID norm to launch brand new admission products.
I can tell you how we outmanoeuvred the ‘automotive computer chip scarcity’ that threatened theme park ticket sales! [true story]
Marketing Strategy
In my experience, marketing strategies should be iterative, responding to internal and external factors. Not everything should be fluid though, critical elements should remain consistent, like brand, purpose and ethos. I have written comprehensive strategies and simple one page plans, roadmaps that are simple, flow and easy to digest and comprehend.
Optimising commercial value
A colleague once called me ‘Rainman’. It wasn’t the sports jacket and slacks but more the power of numbers. A clear understanding of commercial planning can revitalise sales and revenue generation be that optimising an admission strategy or reducing holiday deposits so greater numbers of teen groups can buy holidays online (+175%).
Optimising small budgets
I’ve worked solo with a finite budget (a tenth of the master brand) briefed to build a direct-to-consumer business unit that relied upon existing infrastructure to deliver a D2C operation.
I worked with an accumulated budget deficit of 55% (over eight years) but delivered smart solutions derived through product, channel, and message rationalisation.
Managing brand development
I’ve overseen a ‘brand revamp’ for Virgin Holidays culminating in a multi-platform consumer launch. I have also managed the rollout of three ownership changes for US theme parks and their impact on all related communications.
Create a digital and physical environment strategy
Leading a cross-functional team of developers, designers customer experience professionals to push the boundaries. From car configurators where you can open doors and see inside to hologram displays at dealerships where you can see the model, switch colours, and view from different angles.
Challenging the big guys
It isn’t about throwing money at something. Working smarter and faster, alongside the building of strong relationships with partners, set us apart from those huge household brands we went up against.
Data driven decision-making
Data is critical in every important decision. Targeting here, spending that, building this - needs data to underscore the strategy for the market, the marketing plan or justifying product changes to attract the most appropriate audiences. Data is only as good as the format it is delivered through; be that clear, concise board presentations, market plans or channel distribution analysis.
Reporting and analysis
Deciphering data, spotting trends, and layering in several sources including research data and feedback, is a specific skill. What is data without context and interpretation? Throughout my career I have reported and analysed, even building databases to provided the strength to build a case, build a strategy or execute a plan to convince stakeholders.
Campaign automation
Campaign automation can streamline and free up resources and time to focus on other areas; from managing end-to-end communications at a fraction of the cost of large-scale CRM solutions to improving operations and processes. Data, particularly consumer data, is critical for businesses moving forward, especially with data protection regulations and greater online anonymity.
Multi-channel management
I’ve managed operations that use both direct-to-consumer and business-to-business channels or strictly one or the other. Developing operating and marketing strategies and plans to optimise growth.
Developing research programmes
I am well versed in briefing and sourcing relevant consumer research and attitudinal surveys, even research garnered through ongoing consumer communication and listening. Research, if administered correctly, can be invaluable in delivering more effective product and marketing solutions.
Reputation Management
I have faced some fairly high profile brand reputation issues with some not needing any introduction. Understanding what is important and what isn’t is critical in managing both internally and externally so that the business can build adequate strategies to contain, counter or eliminate.
Developing teams
I’ve managed teams that vary in sizes, from one marketing executive to managing a team of ten marketing, sales, and PR experts. I have nurtured and coached teams through some incredibly challenging times. [it’s a conversation over a coffee, for sure!]
Recruitment and succession
Working with, assessing capabilities and helping advance team members with coaching, support and up-skilling to retain staff. To minimise impact on continuity and delivery, it was important to have succession plans should any team member decides their future lies elsewhere.
Winning over sceptics
I have had to convince a fair share of sceptics. Those either unwilling to change, set in their ways, or require convincing. There are specific skills and information that can help bring them with you on the journey. Getting sceptics involved is critical.
