Project
experience

Situation​

The client, a major entertainment company in the UK & Ireland, had a bold growth vision, aiming to build best-in-class marketing capabilities to support their long-term success. This ambitious vision would require a multi-year marketing transformation to align the organisation and elevate its marketing functions to a new level.

 

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Complication​

Executing this transformation was particularly challenging due to the complexity of managing multiple brands, fragmented marketing teams, and legacy mar-tech stacks. These structural issues limited the client’s ability to efficiently deliver on their vision. Additionally, the company faced capacity constraints, managing several large-scale projects in parallel, while navigating a turbulent and competitive market.

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Approach​

The transformation work was carried out in three key phases. First, we collaborated closely to define the vision and develop a comprehensive multi-year transformation roadmap, ensuring it aligned with the company’s long-term strategy. In the second phase, we mobilized key workstreams, bringing together teams across different areas of the business to ensure swift and coordinated execution. Finally, in the third phase, I provided steering for specific workstreams, particularly in developing the product strategy and redesigning the marketing operating model. Throughout the process, we worked as a unified team, navigating challenges and ensuring that all key stakeholders were engaged and fully on board with the transformation.

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Results​

The project aligned the organization around a clear marketing vision and a multi-year transformation roadmap, ensuring that all teams worked toward the same goals. This alignment enabled the client team, supported by selected partners, to deliver several key mar-tech projects, overhaul the marketing operating model to future-proof the business, and implement consistent measurement and reporting systems. As a result, the company is positioned for sustained growth and greater agility.

Situation

The client, a private equity (PE) firm that owned a large US specialty retail chain, sought to evaluate and modernize the chain’s legacy loyalty program. Given evolving market trends and future requirements, the PE firm wanted to ensure the program would continue to engage customers effectively and support the company’s broader growth objectives.

 

Complication

The loyalty program was outdated and relied on limited customer data, making it difficult to gauge its effectiveness or develop a future-proof strategy. Additionally, the post-COVID market dynamics created uncertainty, with past consumer trends no longer offering clear direction for future planning.

 

Question

The PE firm needed to understand: How could they revamp the loyalty strategy to drive greater customer engagement and retention, despite these data limitations and shifting market conditions?

 

Approach

I was engaged to lead a team of consultants and loyalty experts, working in close collaboration with the client’s internal team. Together, we conducted extensive external research and ran a customer survey to gather fresh insights into consumer behaviors and expectations. Using this data, we developed a range of loyalty program scenarios that provided the flexibility and future-readiness required by the client. Our approach ensured that the final strategy was robust, data-driven, and aligned with the PE firm’s broader business objectives.

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Results

The project defined a clear, data-driven loyalty strategy, giving the PE owners and management team a well-substantiated path forward. With a robust understanding of current and future customer trends, the client was equipped to enhance customer retention and engagement through a revitalised loyalty program.

Situation

The client, a family-owned specialist education provider startup, needed to establish a clear strategy and brand positioning to stand out in a competitive market. As a new entrant, the company had to define its unique value proposition and long-term growth plan, while ensuring the values of the family ownership were reflected in its strategy.

 

Complication

The challenge was twofold: the business needed to differentiate itself from established competitors while navigating the complexities of launching a new venture. The education market was crowded, and it was essential for the startup to create a strong, credible brand identity that resonated with its target audience and upheld the principles of the family ownership.

 

Question

How could the business build a compelling brand and strategy that would allow it to successfully compete with more established players, while staying true to its family values and long-term growth vision?

 

Approach

The project required a collaborative effort to define the company’s strategy and brand positioning. Drawing on market research, stakeholder workshops, and competitive benchmarking, we worked to clarify the company’s vision and establish a unique value proposition that would resonate in the competitive education market. Over time, my role evolved into ongoing advisory and fractional leadership, providing continuous support as the business refined its strategy and scaled its operations.

 

Results

The outcome was a clear strategic direction and a distinct brand identity. With a strong value proposition and market positioning, the business confidently entered the market and built a solid foundation for future growth. My continued involvement ensured the company navigated challenges smoothly, maintaining focus on both its growth objectives and the values important to its leadership.