Finerbase is an investment group that initiates and develops fintech and regtech products, acts as a growth partner for companies in technology and the financial services sectors, structures investments and drives investor relations. My interim role at Finerbase was brand and marketing lead to deliver the rebrand of four private banks into one global proposition with operations in the UK, EU, Mauritius and the Cook Islands. The new private bank commercially operates as CSB (for more information visit csb.group). In addition to rebranding the bank, I also led the rebrand of Finerbase (formerly known as Artek).

Over the past three years, I have worked locally and globally with clients on an interim basis to increase market share in the financial, energy, loyalty and logistics sectors. Delivering a high degree of success through tried and trusted methods to build brand fame, drive media efficiency and greater returns of investment in strategic and trading marketing positions.

Recently, I have been working with Northern Gas & Power (B2B), WyzePay a seed funded prepayment app that enables you to enjoy discounts at your favourite local retailers (B2B2C) and Talon.One a loyalty tech business (B2B).

Little Oryx is my limited company name.

Auden is on a mission to build a great business by doing the right thing – working hard to achieve the right outcomes for every customer, serving well and charging less. Finance is just the beginning. Data-driven insights on what customers need will take us to other sectors and industries where we can extend freedom of choice and make a positive social impact.

Joined team at the point of full funding from M&G to take the business idea to commercial launch as the brand marketing lead for the business in preparation for soft and full national launch.

Reviewed, recommended go to market plan; considering the agency roster, brand strategy, identity, proposition and campaign platform with appropriate market research for full delivery across the business. Working with ExCo, Board Members and External parties to keep on track with business objectives, timescales, budgets and launch ambitions.

Helvar provide smart building solutions in over 25 different countries, as the Global Head of Brand and Marcomms I was responsible for growing the customer base in established and new markets. Leading business proposition development through digital transformation from selling hardware products to smart building (IoT) data and services.

Launched global campaign to generate brand awareness and enhance consideration to reboot the sales funnel – increasing sales pipeline by 78%.

Headed all online/offline advertising, optimising spend and reducing cost per lead from £234 to £122.

Led future brand story project across organisation and conducted customer research in multiple markets to validate with supporting agency roster.

Tasked with recovering consumer business revenue growth; working with senior stakeholders to develop and execute ATL & BTL acquisition and retention campaigns.

Worked with the wider business to enhance customer journeys with online booking, membership joining and offline tours to improve conversion rates, resulting in targets being exceeded YOY and largely driven by new insight led campaign propositions.

Successfully transitioned 35 Virgin Active Clubs to grow network to 112 Nuffield Health Clubs.

Launched new brand positioning 'Specialist in you' for 2017.

Reset the brand strategy to put the customer first by recognising the need for change for long term commercial success.

Refreshed brand identity and tone of voice to make it fit for purpose with new assets, guidelines and training to reflect the new brand direction.

Established brand guardianship to keep everything on track with clinics, workshops, reviews and forums to drive brand metrics improvement.

Landed the new naming strategy to help customers find the right product or service they need with clear guiding principles, decision making tree and approval process. Delivering immediate success with names like HomeCare One and Boiler IQ.

Collaborated with the digital team to change the website information architecture; helping customers find their product quicker (by significantly improving the user experience by 767%).

Evolved campaign platform and set the future direction for loyalty and corporate responsibility messaging by building brand led campaigns to drive improved British Gas brand metrics.

Managed a high performing team to drive the brand agenda and guided the output of our brand agency work (CHI).

Interim 3 month role to roll out the first ever-joint brand and acquisition campaign to help jump-start sales and reposition the business beyond health insurance. Working with senior stakeholders to challenge objectives and direct agencies to shakeup the brand to be less stuffy with a warmer more iconic, fun and interactive look and feel using a new media strategy and buying approach to deliver the campaign.

Based in Qatar, telco giant Ooredoo has operations in 17 markets in the Middle East, North Africa and South East Asia. In my time here, I’ve been responsible for:

Engaged markets to consider shift from multiple to single global brand, conducted desk and market research on customer needs (including segmentation profiling), explored brand hypothesis and originated new brand (including values) and brand identity to signify a symbol of change (not a change of symbols) to determine the transition plan.

Implemented group wide brand-advertising campaign governance process to improve commercial success in local market operations – immediate success where revenue increased by at least 17% on previous month.

Selected, appointed and managed agency relationships for Ooredoo rebrand project.

I worked with the O2 brand across all of its markets: the UK, Ireland, Germany, Czech Republic and Slovakia. Here are some of the highlights:

* Grew O2 UK customer base from 11m to 25m customers in less than five years.
** Telefonica acquired O2 for £18bn in January 2006 with the FT attributing £7bn to the brand.
*** Evolved O2 More proposition to Priority Moments to grow base from 2m to 7m active users.
**** Reset group brand strategy from ‘monolithic’ branded house to ‘multi’ house of brands.

Overhauled global brand model and architecture for Telefonica, Movistar, Vivo and O2 to consider regional needs and brand stretch for new digital based services like O2 Money, O2 Wifi and O2 Wallet.

Refreshed brand identity, guidelines and rolled out training to provide greater consistency, accountability and local market flexibility.

Harmonised O2’s global naming strategy and rolled out governance process to make products and services universally recognisable in a clear, descriptive and sometimes distinctive way for venues like TheO2.

Managed Pan-European sponsorship team, set objectives, marketing plans for each year, guideline new partnerships and agree key performance metrics to evaluate and evolve partnerships based on commercial priorities – considering return on objectives and investment to the total annual sum of £40m for entertainment venues like TheO2 (London, Dublin, Prague), O2 World (Berlin & Hamburg), O2 Academy and sports teams like Rugby (England & Ireland) and Ice Hockey (Czech Republic).

Transitioned employer brand from local commercial (O2) to global institutional brand (Telefonica), evolving the brand story and identity to reflect the new global relationship – changing tangible proofs like recruitment on-boarding (advertising, screening, selection, welcome packs and inductions), intranet portal, head office buildings, corporate stationery and templates, share save offer, pension, training and staff uniforms.

I worked closely with Ericsson, AMD and Akamai to develop advertising campaigns across TV, outdoor, radio, press and online – ranging in spend from £200k to £8 million.

I worked closely with Nokia and Unilever to develop and implement global press campaigns (including media buying), corporate and product brochures, and videos. I also helped coordinate their global magazines.