Gareth Jones Email and Phone Number

Following a successful period leading transformation in data and analytics across the business, the CEO and CMO invited me to step up into this newly created role to once more transform what was a stagnant business area and renew and restore a critical business function. This was a ground-up effort, with an entirely new team and new roles required to deliver against reimagined ways of working and new approaches to developing partnerships. Achievements • Completely re-modelled the business approach to winning, developing, and retaining partnerships.• Strategic lead on partnerships across different business models from pure digital through hybrid to offline models with various different commercial models. Portfolio includes some of the biggest financial services brands in the UK, including the two largest price comparison websites. • Designed and deployed an acquisition and onboarding pipeline framework, ensuring that we only targeted the most appropriate and profitable partners.• Created high-value and unique data and insight collateral with which to drive market leading onlineperformance for us and our partners, enabled by the creation of new roles and intelligent recruitment.• As relationship lead, successfully consulted with a major price comparison website on customer journey optimisation, directly leading to 14% increase in conversion.• Developed and applied governance processes to manage and monitor relationships, including identifying when it’s right to end one. • Sourced and recruited a high performing team of specialists in a 3-month period, whilst reducing recruitment budget.• Implemented data-led value-adding workstreams and processes which have collectively increased partner revenues by over £3m within 6 months.

Part of the SLT I was responsible for shaping the direction of business strategy and driving performance through continually improving data and insight across the business and with partner companies. As the lynchpin between Marketing, Finance, IT, Operations and Sales, my primary remit was two-fold,• Deliver transformational change to data to benefit customers and the business, developing a data and insight driven approach to decision making and ensuring adoption across the company.• Strategic leader for continuous improvement, specifically focusing on business performance, distribution, customer engagement, and partner relationship growth.Achievements • Transformed Data philosophy across the business and partners, introduced data and decision science methodologies and accelerated business growth through development of customer segmentation and persona modelled targeting. Average revenue per customer when I moved out of this role was 19% higher than in 2019. • Implemented fully automated MI and insight production, provided ‘Insight as a Service’ to partners via selfserve platforms coupled with value-added bespoke analyses, strengthened partner relationships with major price comparison websites alongside all major insurance companies. • Lead and developed a team of BCS qualified Data Analysts with additional dotted-line responsibility for analysts in Finance and Marketing teams. • Lead successful omnichannel contact centre technology transformation from RFP through to implementationand ensured successful adoption across the multi-site operation. • Partnered with the CTO and CMO to design, scope and implement CRM capability transformation

Developed and managed a team of 22 direct reports responsible for delivering revenue of more than £2.5million per year. Included recruitment, motivation, development, and performance management as well as monthly, quarterly, and annual performances reviews and appraisals. Responsible for strategic planning and project management, lead change delivery across 3 sites to 250+ FTE, worked closely with strategic partners and customers (most notably two leading UK comparison sites) to ensure strong working relationships and optimum growth for all parties. Represented the company with third-party partners, collaborated to increase conversion both in advised and non-advised sales, always adhering to FCA regulations. Mentored sales leaders who may have been underperforming or required personal development.

I was so compelled by what I perceived as the falling standards of grammatical and numerical ability that I saw coming through in potential employees that I had to do something about it.What better way than to use my professional skills to contribute to the progression and development of the school that my own children attend? I'm very proud that we're considered an Outstanding school by OFSTED and that I can claim a part in that success.