Promoted after a successful secondment to the VFUK Digital Accelerator programme working alongside Agile consultants from McKinsey and Co to build the blueprint for VFUK’s move to Agile.Delivered marketing effectiveness tools, KPI performance monitoring and marketing strategy support for both the upsell and the retention value streams. This crossed the end to end delivery process from user research; story writing and strategic planning to engineering; visualising and feedback. Responsibility for recruitment and mentoring more junior team members on both Agile best practice and solution delivery. Member of the Parents and Carers steering committee as a representative for dads.

Promoted following a successful secondment to the Business Intelligence teamSuccessfully launched a number of cloud based dashboards that were built for the business including Enterprise customer sales and contact centre performance tracking. This involved user engagement across the UK, understanding of business context and senior level stakeholder management. Selected to take part in a Digital Accelerator program designed to lead the way in integrating Agile methodologies across the organisation. My role was to build the reporting capability for the squad from the ground up, as well as consulting on appropriate KPI’s and ad hoc analysis. The work that I delivered enabled us to learn from campaigns we launched weeks faster than was previously possible.

Created an automated Email Performance Dashboard to enable the CVM team to optimise email communications to smaller businesses using Visual Basic. Alongside this, I designed the process for ensuring the elements we learn from the dashboard are incorporated into our future campaigns.Campaign Evaluation – Using statistical methods to understand how our actions influence the behaviour of customers.Disconnection prediction and understanding the key drivers of disconnections using data science packages in Python.

Management and personal development responsibility for 3 analysts.Responsibility for resetting expectations with our customers who had become disenfranchised with the product. I developed and delivered a communications plan alongside our CMO that was designed to help customers better understand the product and its benefits. Following our “boots on the ground” strategy our clients were back on side and resumed paying their invoices.

Responsible for developing the Marketing Effectiveness function for Carnival UK I was primarily involved in:- Selecting appropriate external agencies to meet business needs.- Thought leadership on the scope and purpose of a Marketing Effectiveness function.- Developing science based capability that saw planned marketing expenditure grow significantly year on year.- Working across the company to communicate the scope and purpose of marketing effectiveness and influence board level support for the function.- Remotely manage the workload of teams that weren't hierarchically under my leadership.

Working within the Customer Analytics team my role is responsible for:- Identifying sources of new prospects with an acceptable ROI and working with third party suppliers to augment our existing database in order to build more effective models- Ownership of cold prospect communication analysis. Delivering reporting and advising on future investment decisions- Building our marketing effectiveness capability across both online and offline channels. Using my understanding of econometrics to produce clear and concise measurement of our wider marketing practices and delivering those insights to the marketing teams. Once developed we will use this new knowledge to advise investment decisions and improve ROI on all marketing practices.This role also requires that I take ownership of the relationship with our media agency and responsibility for ensuring the agency are fit for purpose and deliver appropriate insight to the business. This includes an audit of the agencies practices to ensure we achieve an acceptable ROI

As part of a growing Customer Insight team my responsibilities are both extensive and varied. At its core, my role is centered on championing the customer and ensuring that they remain at the heart of every decision. Specifically, this includes:•Ownership of defining the way we report on channel performance. Creating and implementing a new reporting suite through collaboration with operational colleagues that will enable the transition to a more segmentation based business model.•Implementing propensity modeling into CRM communications through collaboration and helping to manage the change in colleague’s work processes.•The lead insight analyst on the growth and development of our onboard sales teams consulting on the major challenges and offering solutions that can be taken forward.•Delivering monthly, weekly and ad hoc reporting and analysis to key Director level stakeholders around the business. Using commentary, ideas and presentation technique to influence business decisions and uphold the customer strategy. •Effectively managing relationships built across the business to ensure ad hoc requests are managed intelligently, deadlines are met and insight is delivered. Relationships have been built over time and experience across various functions.•Working closely with third party consultants to ensure the timely delivery of a market wide segmentation project. Specifically being the centre of database knowledge and delivering requirements to often tight deadlines.It is also important that I continue to develop my technical skill in a variety of software programs including Smart Focus, Access, SQL Developer and MS Office to enable me to support less technical stakeholders with challenges that may arise.

This role was placed at the heart of the commercial department. In the role I was responsible for pricing Azura, the largest ship in the P&O fleet achieving Net Revenue of in excess of £100million per annum. The roles main duties included:• Presenting a weekly update on ship performance, providing access to key senior management and top level decision making at an early point in my career.• Analysing and designing pricing structures on a cruise and product level that aim to both maximise yield and control demand.• Performing ad hoc pricing analysis when required. I was heavily involved in the analysis and implementation of a campaign that achieved a 14% year on year yield improvement to the Azura Caribbean product.