Key areas of responsibility· Leadership of the Retail and Digital partner group – over 50% of non JS Group revenue· Strategic planning for partner activity including eBay, BP, Oxfam – leveraging Nectar for partners marketing objectives and optimising revenue for Nectar · Responsible for Nectar’s affiliate proposition, leading marketing strategy and planning· Lead on legal and commercial planning across partners including contract renegotiations · Oversee partner governance programmes, aligned to joint business planning and measurement · Part of the management team, responsible for the day-to-day running of the business unitTop achievements· Lead the strategy and engagement in commercial discussions, resigning contracts with eBay, BP and Oxfam, worth over £70m · Delivered revenue growth of 10% across my partner group · Achieved revenue target for the affiliate programme – overcoming 20% YOY decline – through creation of strategic and marketing plans which acquired and retained collectors· Managed a team of 12 to ensure clear strategic direction and continuity of high-quality output and execution· Introduced a structured delivery model to smaller partners to enable improved cost management and utilisation of Nectar resources, whilst protecting partner ROI. This model was rolled out to other partners across Nectar · Led the planning and execution of a Training and Culture programme for Nectar Client Services, to support ‘managing through change’ after significant business restructuring and refocus, leading to a business award for my contribution.

Key areas of responsibility· Leadership of the Retail Group which had a value of over £50m per annum· Strategic planning for partner activity including BG, BP, Homebase, Argos and Oxfam· Led commercial relationship with all partners including contract renegotiations · Led all planning for team activity and partner proposals, to deliver against revenue targets · Business case new opportunities for revenue drivingTop Achievements· Lead the change management programme for managing partner engagement in the ‘New Nectar’ proposition (2016) – reporting to the leadership team · Oversaw the exit of Homebase from the programme, with no negative impact on customer experience · Aligned with British Gas partner agencies to develop plans for British Gas Member Benefits programme – securing significant Nectar involvement from an initial brief excluding Nectar. · Led Aimia input to the BP loyalty review which concluded Nectar contract should be re-signed and wider Aimia capabilities leveraged.

Key areas of responsibility· Lead and developed the team responsible for leveraging JS investment in Nectar · Achieving commercial targets, updating revenue forecasts and reporting Nectar performance· Lead coordination of internal teams; Insights, Marketing and Operations to ensure cohesive delivery· Reporting to the Management Team to ensure commercial and strategic alignmentTop Achievements· Grew the Client Services team from 2 to 8, to strengthen Nectar’s engagement and growth with JS· Oversaw Nectar engagement in new planning process for creation of Joint Business Plans · Established Governance programme to align on priorities and report on performance · Led joint team with JS agencies to develop Nectar brand for JS · Supported campaign planning with significant focus on key sales events from September to Christmas. · Established Nectar in the JS customer plan through trial and introduction of triple point events – delivering sales uplift to Sainsbury’s and increased Nectar participation.

· Managed team of 3 delivering ‘statement’ CRM; personalised, data driven, worth £50m in sales to Boots. · Delivered 20% revenue growth YOY (£200k). Responsible for client budget of over £5.5m. · Established new team, delivering CRM plans for Great Ormond Street Hospital Children’s Charity, following pitch win in May 2008.