Communications Planning, Communications Strategy, Account Direction, Client Management, Account Management, Creative Resource & Budget Management, Digital Project Management

Interim creative services/project management for agencies and marketing departments. Projects included workflow analysis, process reviews, team restructuring, creative support and resourcing, presentation development, account management.

Bristol’s premier customer journey agency, with a roster of global automotive clientsEMO presented a different communications challenge in as much as they helped brands and organisations identify, understand and engage local audiences more effectively. The result saw significant uplifts in brand and network engagement, behaviour change, product and service uptake and customer retention. Amplification of global brands at a local level.• Controlled the merger of two separate studios, successfully navigating the integration of radically different systems, cultures, and skill sets, launching a modern agile workflow process and unified team with the launch of the EMONOPOLY board for client and creative processes• Created and launched a digital video offer, enabling the delivery of rapid content generation for clients, and significant revenue for EMO.• Worked with sister agencies in London (TMW) to cross pollinate resources, processes, develop and build capability.

Virtuosity Creative Services & Virtuosity Presentation Services were formed to answer a growing need for the following.Presentation services - there is a growing requirement for businesses and agencies alike to offer well designed & sympathetically built presentations that allow maximum engagement with customer / audience - (PPT, Prezi, Keynote...)Creative Services for agencies - a support service for agencies offering studio cover, trouble shooting, studio set ups etc..on a flexible consultancy basis. Creative Services (white label) - partnering with strategic suppliers to offer their direct clients a 'virtual creative team' able to deliver full service communications.

UK Head of Studio. Role was twofold - manage the successful transition of the existing studio from Doncaster to High Wycombe to align with organisations business objectives. Whilst retaining Operational responsibility for all UK in-store and online creative support, in an extremely dynamic and fast-moving retail sector.Staples gave me valuable insight into working within a fast paced and the opportunity to work closely with key stakeholders across the organisation to develop and deliver concepts across all key channels of communication. Whilst working with the teams to analyse the results of the communications on sales uplift, customer voice etc..

Managed all creative services used by the studio to deliver for our global B2B client base - day to day activities include workflow planning & tracking, deadline and budget management, troubleshooting. Wider business focus - development of studio team & strategic partnerships with suppliers & creatives to increase our offer.

Responsible for the day to day running of the Film, TV and photographic studios based in Avonmouth. Responsible for the commercial management, financials along with the marketing strategy for the business - linking into the wider group businesses

My role at One Brand Group covered many areas from both a day to day and strategic perspective. Key responsibility areas of day to day role: running the internal studio with 14 direct reports & freelancers as required. Planning the daily workload, projects, timelines, production estimates liaising directly with the Client Services Team and Strategic partners and Clients to ensure that the work was produced on time and too budget and met or over delivered to expectations. Responsible for sourcing and building relationships with strategic partners to ensure our offer remained fresh taking advantage of new innovative technology, techniques, IT and thinking. Enabling us to stay flexible with workload and deadlines delivering a fresh approach at all times, this did however come with its own unique set of problems. in terms of knowledge retention, QC'ing etc..Key areas strategically: operationally focussed (wider business picture) helping to inform the forward strategy of the business in direct support of the Executive team. Key focus on financial reporting, problems and solutions, resource and supplier performance, skills gaps & potential threats to the business from a resource and production perspective. Overall creative product from consultancy through to delivery and development of a robust IT strategy for the business.My day to day role covered the following key areas: - Buying conversations & negotiations - Margin & Profit management - Deadline management and negotiation - Team management, development, training appraisals, studio meetings etc - Contract negotiations - Workflow planning - Risk awareness - Problem solving & thinking out of the box - Rolling my sleeves up and getting involved in creative work if required

I formed a Limited Company in 1998. I had several large clients (Quiksilver, National farrier centre, BAE Systems) with whom I dealt with on a freelance basis, whilst retaining my contracting position at Airbus. Mad Dog Design ran in profit from its first day of trading. The company was finally wound down in 2003. Key responsibility areas: Account Management, Creative Direction, print and digital design and delivery. Proposals and project managementKey skills developed: Forming a Ltd company, company accounts, juggling many different disciplines from design through to accounting, marketing, nurturing new client relationships. Company finally wound down in 2003

Joined Williams Lea at AXA my role primarily in the beginning was to help manage the transition from an internal AXA studio over to a Williams Lea studio servicing the AXA client. Key responsibility areas: Managing and re-motivating a team of 18 (split across 3 disciplines). Review, map and change the workflow process that existed assessing potential risk and implementing more efficient ways of producing the work. After a year my role focussed more on operational perspective covering the following areas, ensuring that the studio was working to optimum efficiency, ensuring that staff motivation was maintained through structured team building events, appraisals and team development, HR & recruitment, effective management of freelance staff. Ensuring that healthy client relationships were maintained, meeting client expectations and ensuring that KPI’s and key milestones were met. Monthly financial reporting to WL senior management. Keen buying of resource and production items (ie print). Key skills developed at Williams Lea: Workflow management within a creative environment, team development and management, understanding and keeping sight of bigger business goals whilst delivering the day to day role. Short term and long term strategy planning in areas such as IT, resource etc.

British Aerospace (Airbus)Joined Airbus as a junior designer and worked through to a Senior position within the team.Key responsibility areas: Quoting for work, team management both internal/external (freelance), customer liaison. Project management, Production management, design and artwork, web design (responsible for Airbus Intranet & Extranet). General day to day running of a very busy studio. Key skills developed at Airbus: Working under pressure on numerous projects to tight deadlines, retaining a sense of humour late at night. Managing a team of both internal & external resource ensuring that the quality of the creative product was retained. Designing across many mixed mediums.

Worked full time in a small but busy studio in Caerleon I gained an excellent grounding in the commercial side of design to print. I was able to develop valuable skills in all areas of the business as I held a key position within the design team. Key skills developed: I was directly involved in marketing the company, targeting potential new clients and handling existing accounts, amongst which are several blue chip firms including British Petroleum (BP) and the Water Research Council.