Built the strategy for the Braze CRM platform, and spearheaded the development and implementation of innovative marketing campaigns aligned with the company’s goals and objectives. Drove cross-functional collaboration with the Braze team and internal tech experts, to optimise platform performance by introducing new functionalities tailored to enhance campaign effectiveness.Leveraging data-driven insights resulted in a c300% increase in click-through rates (CTRs) and a 70% reduction in campaign costs in line with revenue objectives.Ensured alignment with commercial goals by developing a comprehensive reporting framework for stakeholders that empowered senior leadership to make informed decisions on the frequency and introduction of additional newsletters. This strategic approach not only fostered customer loyalty but also drove new subscriber acquisition.Instituted templates and processes for standardised operations, and created the go-to-market (GTM) strategy, including market requirements definition, price benchmarking, win/loss analysis, and launch marketing management of the BoF Insights division, delivering an impressive sales pipeline of £1 million within six months.Talent development through a bespoke training course for the marketing and editorial teams focused on email marketing and newsletter best practices. This initiative empowered team members to enhance their skill set, driving continuous improvement and fostering a culture of excellence within the organisation.

Developed the marketing strategies that supported the company's overall goals and objectives, and oversaw the implementation of multi-channel marketing campaigns, (including digital, email marketing and social media) for each competition recruiting more than 35k entrants from 80+ countries.Led and managed a team of marketing professionals, including setting goals, providing guidance, and fostering a collaborative work environment.Established the reporting and monitoring frameworks for the performance of marketing initiatives, tracking key performance indicators (KPIs), and providing regular reports to the founder.Collaborating with other departments, senior management, and external stakeholders to ensure alignment of marketing efforts with overall business objectives, especially the tech team on the implementation of SEO and analytics to drive traffic, and competition entrants, and simultaneously reduce CPA.

Design and delivery of the transformation strategy to move the brand from a product to a solutions-led business achieved by building an effective communications strategy, internal stakeholder briefings, and oversight of all customer-facing collateral and processes, increasing average order value by 15.5% within one year. Reorganisation of the marketing function from a reactive model to a customer-centric marketing strategy focused on the delivery of commercial KPIs by devising a demand generation programme, insourcing events management and outsourcing PR and website development due to internal capacity and skill constraints which increased SQLs 400% within 15 months.Devised the sales enablement programme that provided sales support documentation, product briefing programme, sales process development and streamlining through Salesforce, and lead scoring criteria resulting in a 38% increase in pilot programmes. Accountability for the regional go-to-market strategy, market segmentation and prioritisation, and marketing capacity and budget requirements resulting in the US market development strategy focusing on Texas and California.Management of Whizz Education’s PR and advocacy strategy which promoted the awareness and value of AI-driven, adaptive learning as a service that rectifies pandemic-driven learning loss and statistically identifies learning outcome improvements at a local and national level. Collaboration with NGOs, governments, and academics (Malala Fund, Gates Foundation, UCL, and East African governments) to drive the agenda on how to recoup lost learning.Development of the education team from a theory-driven function to one that delivered data-driven multimedia, multichannel thought leadership and customer engagement programmes to position Whizz Education as an innovator of AI-driven adaptive learning at scale. Drove an NPS score of 56

Defined market research program to identify market size, competitors, market trends and opportunities Oversaw/developed the Financial planning model to determine the viability of the business before launch, identifying startup costs, operating expenses, pricing, revenue and cashflow projections (was implemented by a freelance management accountant and validated by Sapienza’s appointed accountancy firm Accountability for the strategic planning and management which established the long-term business goals, target market, sales and marketing strategies, operation plan and financial forecasts on launch.Defined organisation structure recruiting talent to lead and manage tours, financial reporting, IT ecosystem, and partner management with key travel and marketing suppliers.Ownership of the product development strategy that created a portfolio of 32 tours differentiated from competitors by creating a consistent/logical narrative for each tour with experiences with difficult-to-access people and places.Identified and ensured ongoing compliance with legal and regulatory requirements including UK and European regulatory licensing requirements to operate a tour operator with the CAA, IATA, and Travel Trust Association to ensure consumer protection. Defined the IT infrastructure to provide a robust ecosystem which included a booking management system, CRM system and website to enable customer acquisition and development.Overall responsibility for the achievement of revenue targets by devising strategic marketing programmes achieving revenue of £110k within eight months of launch.Creation of quality assurance frameworks to monitor customer satisfaction to inform tour structure and chosen travel suppliers achieving a customer satisfaction rating of 96%Business closed down due to the impact of COVID.

Spearheaded the development of overarching public relations strategies to broaden the audience for The Economist which contributed to an increase in ARR and a doubling in profitability.Cultivated and nurtured relationships with key stakeholders, including journalists, industry influencers, and partners, to elevate the company's visibility and credibility in the media landscape with significant coverage in the leading media outlets in the US, Europe, and major hubs in AsiaPac.Drove the thought leadership campaigns with the editorial team to generate award-winning thought leadership initiatives that positioned The Economist as a force for good in areas including ocean conservation, the right to die, and equality and diversity, developing relationships with organisations including the US State Dept, Dignity in Dying.Led proactive and reactive measures to safeguard the company's reputation, including crisis communication planning and execution, to mitigate potential risks and maintain stakeholder trust.Managed a roster of PR and advertising agencies globally including HAVAS, AMV BBDO, Golin, Grayling, Cape, PlumerCreated the launch strategy for The Economist Films and The Economist Espresso app delivering more than 1m views for The Economist Films within one week and 350k app installs for The Economist Espresso in three months.Established robust metrics and analytics frameworks to evaluate the impact and effectiveness of public relations and thought leadership initiatives, informing strategic adjustments and continuous improvement efforts that showed an increase in coverage of 387% to reach all-time highs. Inspired and guided a high-performing team of communications professionals based in London and NYC, fostering a culture of creativity, collaboration, and excellence in executing strategic initiatives.