Julia Korol Email and Phone Number

My career has been heavily focused on driving marketing strategy through a customer centric, commercial and ROI focused lens. Designing, evolving, and optimising a personalised marketing strategy that maximises business impact through the use of effective analytics and measurement.Recent Achievements • Marketing-wide metric alignment and visualisation roll out enabling a performance led, test and learn culture at NAB.• Launched, scaled and embedded Media Mix Modelling (MMM) spanning $80m marketing paid investment and delivered an incremental revenue of $88M in Year 1.• Enabled integrated and personalised cross channel communications through audience management and launched turnkey solution for 1:1 measurement and governed by best practice frameworks.• Led a team to design and deliver data-driven, multi-channel customer centric journeys, unlocking new cloud capabilities, integrating measurement and iterative optimisation.

The business was facing into the GFC, with consumer discretionary spend at all-time low. World vision was focused on deepening current relationships as well as retaining existing donors. Led the analytics and customer profiling, delivering re-activation strategies to drive increased engagement from existing donors. Undertook extensive profiling of lapsed donors and occasional donors to gage their potential to WV. In doing so, was able to identify effective treatment plans tailored to the different supporter profiles and supporter giving patterns. Led the build and delivery of customer churn models, supporting business strategy centred around retention and maximising LTV, driving significant incremental value of the back of more effective campaign targeting.

Led the analytics and profiling of key consumer segments with a strong focus on key P&L drivers, prioritising segment opportunities and building out bespoke marketing strategies to support the growth and CLT and retention of Diners Club card holders. Developed Sales Delinquency Triggers that identified (at an early stage) accounts who have reduced spend based on their norm behaviour.

A key focus of the role was to develop actionable insights around market, competitors and portfolio performance, with the view to identify commercial opportunities around customer acquisition, x-sell and retention.Lead the development of a ‘Customer Experience Scorecard’, which looked at specific drivers of customer satisfaction (product holdings, account utilisation, survey results, pricing changes, incorrect billing, channel engagement and number of complaints escalated). This analysis was done at a customer level, which allowed for each customer to be scored, with the final score representing likely satisfaction level and was used as triggers across a number of key marketing initiatives. Led the development of ‘Margin Annualisation Models’ a high-profile project within the business at the time. The objective was to predict the likely annual return of newly acquired households, based on their geography and known customer demographic information.