Provided strategic and operational support for a number of different teams within this new organisation, set up by government and the FCA to offer free and impartial advice to help people manage their money, employing digital, telephone and face-to-face channels. Interim Policy and Proposition Lead• Led a cross functional team to define customer journeys and create multi-channel resources to support millions of people impacted by Welfare Reform changes. Built strong, influential relationships with government policy makers and key stakeholders including charities, advice organisations, finance industry and housing associations. Integrated behaviour change techniques to enhance the effectiveness of propositions.• Developed digital proposition for people who become ill or disabled, in collaboration with the Disability Action Alliance and Office for Disability Issues at DWP. Partner working maximised opportunities to drive traffic to the content. Won award from the Business Disability Forum.• Worked with product development team to deliver detailed specifications, business cases and launch plans for several innovative and interactive digital products.Interim Stakeholder Coordination Manager in the Debt Advice Team• Set up a senior level Steering Group of external stakeholders and developed the governance and project management framework to implement a number of strategic initiatives which aim to coordinate and improve the availability, quality and consistency of debt advice services in the UK.• Author of a comprehensive review of the debt advice landscape in the UK, pulling together insights from over 50 published research reports. Formulated recommendations for the future direction of the UK debt advice strategy.

A start up business seeking to enter the highly competitive trade paint market. Commissioned by business owner to develop a market penetration strategy, including product positioning, pricing strategy and communications campaign.• Performed comprehensive market review and gap analysis to identify opportunities.• Articulated product USPs, and created strong commercial propositions to target clients in key trade sectors.• Created an effective marketing communications campaign encompassing traditional channels and social media.

Played a key part in the transition of this traditionally government-funded organisation into a commercial service provider, pioneering the development of a series of paid-for offers, harnessing strong in-house expertise and skills.• Networked across the organisation to pull together a number of disparate potential services. Developed compelling B2B2C propositions and created marketing materials including a strong web presence.• Conceived and developed a paid for in-home energy audit, recruiting and training technical specialists to deliver the service. Personally managed a range of external agencies to execute and evaluate a geographical pilot. The in-home audit was praised by government as “best in class”.• Took an embryonic concept for an endorsed training and monitoring service through to successful launch; defining the customer journey, setting up effective CRM processes and recruiting and managing a project team and National Account Manager. The quality of the service won external accreditation from UKAS.• Negotiated at senior level with key clients in local authorities, housing associations, utility companies, retailers and manufacturing companies, securing substantial turnover and a strong pipeline of customers.

A senior strategic innovation role, with responsibility for formulating business strategy and for identifying and exploiting new market opportunities, outside core business areas. Reported to Group Marketing Director - UK and Ireland. Managed multi-functional project team.• Identified 5 'blue-sky' product and service opportunities, enabling Dulux and Cuprinol to stretch brand equity into new markets. Developed full financial business model, including evaluation of supply partners and distribution routes. Secured approval for investment and implementation producing incremental revenue of £50m. • Formed and directed cross-functional project teams from Sales, Marketing, Purchasing, Finance, Manufacturing, IT, Legal to ensure rapid delivery of ideas to market. • Achieved commitment from B&Q to launch ergonomically designed range of Dulux painting tools; winning space from established brands in the category through innovations in product features and merchandising.• Set up a pilot scheme for a franchised Dulux Interior Design Service, leveraging the brand’s colour and design credentials with consumers. Full national roll-out has now taken place.• Event managed a 900 delegate conference for the combined business. Attendees voted it “the best ever”.

Responsible for all Marketing activities for Dulux, Cuprinol, Polycell and Hammerite brands, designed to build business with professional customers (decorating firms and large contractors) and to influence specifications by decision makers in the public and private sectors. Functional responsibility for Marketing activity within 200 Dulux Decorator Centres. Managed 26 staff and a budget of £10 million. Reported to Managing Director.• In a static market, increased Dulux paint share by 8% over 3 years and total revenue of the Division by £60m.• Harnessed breakthrough technology to develop highly durable emulsion paint. Created compelling advertising propositions for decorators and public sector specifiers. Added incremental sales of £8 million per year. • Improved profitability among larger contracting firms by streamlining pricing structure and delivering added-value partnership propositions to key players. • Developed capabilities of an inexperienced Marketing team through formation of in-house skills programmes, personal coaching and effective processes. Job satisfaction measured considerably above the business average.• Saved £1 million from promotional budget through identification of cost efficiencies and harder negotiating with agencies without impacting on overall quantity or quality of promotional materials produced.

Board Director of £300 million international division, producing specialist, coated business papers at manufacturing sites in Belgium, China and the UK. Directed all central and local marketing strategy, product development and customer service activity in collaboration with 15 sales offices around the world and technical teams based in Belgium. Reported to the Chief Executive. Managed a staff of 20. Accountable for a £6 million budget.• Developed a series of integrated marketing activities to transform this manufacturing led business into a customer-focused organisation; resulting in profit improvement of over £20 million and a 10% increase in European market share within 18 months.• Created from scratch a classically organised marketing department, comprising product management, new product development, insight and communications experts. Selected and appointed agencies for market research, advertising, promotions and public relations. • Created a new service proposition based on satisfying 80% of customer demand from stock with 2-5 day delivery anywhere in Europe. On-time, in-full delivery performance increased from 60% to 98.5%.• Introduced a simplified web based complaints procedure which reduced the level of customer complaints by 75% saving over £1million per annum.

Invited to join a newly-formed, strategic business development team at Moulinex’s headquarters in Paris, with remit to turnaround the ailing floor care category. Reported to the Vice President – Marketing and Product Development.• Successfully launched 12 new branded product ranges, on schedule and at, or below target cost, through effective management of multidisciplinary project teams• Built commercial relationships with suppliers in Far East, Middle East and Europe to outsource complementary products. Negotiated and secured competitive price and specification.• In collaboration with the local markets, designed aggressive and competitive commercial and promotional activities. Developed additional private label business with major European multiples. • Overall these initiatives boosted turnover by 30% and gross margin by 90% in the space of 3 years, improved share in all key European markets and increased penetration into new geographic areas; establishing floorcare as a successful £100m business.

Responsible for the total Marketing function of the UK subsidiary - annual turnover £75 million. Managed a team of 10 and an advertising budget of £7 million. Reported to Chief Executive. • Increased awareness measures of all three brands – Moulinex, Swan, Krups - through clarification of their positioning and managing agencies to develop innovative creative campaigns. • Restructured the pricing and specification relationship of the respective product ranges to give improved coherence and encourage trading-up. This resulted in a gross margin increase of 50% over 2 years and the greatest ever number of retail listings.• Overhauled and rationalised outdated product lines. Reduced inventory levels by half, saving £5 million.• Took brand leadership in the competitive kettle and toaster markets and doubled the company turnover.• Created unique brand proposition enabling Moulinex to enter the Japanese-dominated microwave oven market in the UK. Market share grew from 0% to 18% in 2 years.

Gained extensive experience of all elements of the marketing mix in a classic FMCG environment. Made significant contribution to market share growth through the development and launch of a number of innovative products, which modernised and revitalised 'old-fashioned' brands, capturing new target consumers, particularly in the children’s and health markets.

Joined Graduate Management Training Programme. Spent 1 year as Medical Representative, then returned to Head Office to develop marketing communications initiatives for major branded prescription-only medicines.