Recruited to design, develop and deliver the transformation of du's retail stores across the UAE Adviser, Retail Transformation & Experience supporting VP Direct Channels •Used market & customer insight, data & global best practice to design the 'to-be' du retail experience. Aligned strategy with key stakeholders then built the governance to deliver the program. Program covered People, Processes, Systems & Design with clear owners for individual sub-projects. •People. Designed & delivered new management practices, training & evaluation methods; introduced new roles; added commissions to the pay scheme; and, improved productivity via IT & software changes. Pilot program saw 2x increase in PostPaid sales & 50 % reduction in waiting times. •Processes. Assessed, prioritised and then changed key business processes to reduce service time & deflect low value transactions. Worked closely with other departments to push adoption of alternative channels (self-service kiosks, call centre, website and App) for key transactions in order to free agent time to do more, better quality sales & improve the customer experience •Systems. Working with multiple stakeholders, designed the 'to-be' IT environment with emphasis on reduced transaction time, assisted selling & omni-channel capability. The IT business case highlighted 60m AED NPV, 85% IRR versus investment of 34m AED and was approved by the Board. •Design. Agency selected to design a new store in line with new people, process & system capabilities.
Headhunted to drive a better branded, more aligned customer experience across Etisalat Group Vice-President, Brand & Customer Experience reporting to Group CCO. Five direct reports. •Co-managed a Group-wide retail transformation program with specific focus on customer experience •Led a team of high performing Customer Value Management specialists to improve capabilities in the OpCos and where necessary provide direct support. Initiatives focused on improved analytics, including campaign evaluation & targeting as well as supporting the roll-out of NBA tools. •Revised Group advertising agency relationship (Drive Dentsu), introduced internal governance to improve quality & consistency of creative output, reduce cost of delivery & improve speed to market
Mid-sized User Experience consultancy specialising in digital design & development Member of Strategic Advisory Group •Support the founder and his co-director with advice on company strategy, business development, governance and remuneration through ad-hoc meetings and quarterly board meetings
Promoted to create a branded customer experience by developing a Europe-wide CEM strategy Customer Experience Strategy Director reported to successive VPs in dynamic, matrixed environment •Led a transformation programme to introduce a user-centred design methodology & tools with the goal of building better branded, more consistent & useful digital products & services. Program consisted of eight projects with multiple stakeholders from multiple business units in UK & France. •Developed the business case for investing in customer experience, established clear goals for the Group & introduced a single KPI to track progress. Goals and KPI endorsed by ExCom and OpCo CEOs and included in dashboards & bonus plans of executive teams across 11 countries •Working with Group Market Research, introduced a survey in 11 countries to measure Orange customer experience, identifying pain points & areas of competitive disadvantage to support local action planning •Managing consultancies, led reviews of the end-to-end mobile (UK) and broadband (Spain) customer experience across all channels, commissioning research, defining customer journeys, identifying moments of truth & building action plans with clear R.O.I. Contributed to +13% increase in NPS, Q2 2010 vs. Q1 2009 (UK mobile) and +11% increase in NPS, Q2 2011 vs. Q1 2010 (Spain broadband) •Orange Moments: working with OpCos, led project to define and implement breakthrough brand experiences, that would surprise & delight customers and build greater brand advocacy.
Recruited to lead brand strategy & communications planning at Orange UK Head of Brand Planning reported to Brand Marketing Director •Created a high performing and focused team of seven direct reports and introduced new processes that significantly improved the efficiency of communications planning. Total budget c. US$ 100m. •Partnered with marketing teams to conceive, test & launch mobile and fixed value propositions •Initiated a review of Orange's brand health & communications activity, utilising qualitative, quantitative & econometric research to draw key lessons to support future strategy development & communications planning •Led development of a new brand positioning, securing buy-in by all key stakeholders. The positioning was adopted by Orange Group for use in all Orange markets, globally. •Developed Orange UK's 2008 communications framework & plan, negotiating with & securing buy-in from all key stakeholders. Agreed individual insight-led campaign briefs in conjunction with Fallon (advertising agency), covering all activity including ATL, BTL, online, offline & retail (indirect & direct). •Developed and then briefed all relevant agencies on 2008 campaign requirements. Worked with Fallon as lead agency to develop a central creative idea and then drove its integration through-the line, covering all consumer touch-points. New campaign was rolled out across all Orange markets, globally, during 2008.
A market listed Internet start-up that retailed & marketed lotteries online on behalf of 70 UK charities. Marketing Director reported to Chief Executive •Built & led a team of external agencies to conceive & launch the Monday Lottery in six months •Designed & delivered the launch sales & marketing strategy, including: lottery game design, pricing, prize structure as well as the plans for getting, keeping and growing customers. •Led the development of the launch communications plan working with agency teams led by M&C Saatchi. Included all PR, ATL, & BTL (on & offline). Attracted c. 260,000 registered customers with sales of £1.8m in first 30 days. Brand awareness peaked at 85% and PR coverage included front page lead story on The Times newspaper (London). •Part of team that built the eCommerce platform. Specific responsibility for optimising the customer journey for the online lottery game in the context of regulatory constraints & IT capabilities.
FTSE listed, technology licensing company with unique flat panel audio technology Marketing Director reported to Chief Executive •Improved efficiency, effectiveness & coherence of marketing activity, significantly reducing costs. •Developed NXT as an "ingredient" brand & built communication strategies across multiple stakeholder groups including investors, customers and consumers. Implemented strategy across all media and channels •Appointed head of business unit with zero sales and lack of market focus and in 18 months delivered significant business wins and on-going revenue stream. •Refined value proposition & implemented roadmap to secure sales in toy & promotional markets, signing licenses with Mattel Inc. & Smurfit-Stone Container Corporation, respectively world's largest toy and packaging companies •Developed "SoundpaX" loudspeaker product. Identified need to change the product design; co-opted NXT engineers and scientists; licensed manufacture in China at reduced cost; secured OEM to market product.
Recruited to join Global Internet consultancy advising Fortune 500 companies on eBusiness Senior Vice President – Global Marketing, reported to the Chief Marketing Officer, managed team of 70. •Built the global marketing operation. Managed its activities across the USA and Europe. •Developed brand positioning and communication strategy, globally. Implemented strategy across all advertising, PR, design/collateral, thought capital generation, Internet and trade show activity. •Developed positionings and business development strategies for five industry practice groups.
Headhunted to develop and implement the brand strategy for the UK's largest insurance company. Head of Brand Communications reported to Marketing Director, managed team of eight. •Launched "The Man from The Pru" campaign on-time and on-budget, ATL & BTL. Budget: US$ 30m, •Drove Prudential's sponsorship and branding of the 1998 Pru Tour, a round Britain cycle race, •Developed communication strategy for Scottish Amicable following its takeover by Prudential. •Part of team that developed the proposition and brand name for Egg bank.
Joined the account management function of one of the world's leading agencies as a graduate trainee. Management Supervisor, member of Agency Board •Helped build the Visa brand across Europe. Managed its award-winning advertising account across Europe, overseeing the development of advertising on a Pan-European & country specific basis. Fee income US$ 3m p.a. •New business wins included: Diageo - Bailey's Irish Cream; Playboy TV & the Irish Food Board •Other clients included: Procter & Gamble (Ariel); Mars (Snickers, Tunes, Locketts); Gillette (Right Guard); Lenscrafters; the 1992 Conservative Party election campaign; the Famous Grouse Whisky; Powergen. Other