Reporting to the CMO with full P&L accountability and responsibility for all customer engagement business units and functions, including Saga membership Ltd, Saga Publishing Ltd, and the Group digital function.Major Achievements• Launch of the Possibilities programme including the core proposition• Development of a bespoke dining, entertainment and community propositions• Development of a short lead travel programme generating over £18M within year one• Acquisition of over 1 million members within 12 months of launch• Development of long term strategy aligning Membership development to Group objectives• Creation of integrated communications approach achieving over 40% email open rate • Redevelopment and relaunch of Saga Magazine reversing a 5 year decline in subscription numbers• Launch of a membership app and a content app – The Saga Edit to build benefit useage and engagement

Reporting to the Group CMO, development and deployment of the end to end customer strategy, supporting data and technology strategy across 70 globally recognised retail and automotive brands across five countries. Ongoing management of all aspects of direct to customer digital marketing, loyalty programme operations and development, Customer Care Centre and Customer Analytics practice. Deployment and ownership of the Salesforce platform, customer data, loyalty management technology, and customer analytics technologies.Major Achievements• Development and then delivery of the omni-channel strategy, including technology selection, system intergration partner selection, contracting for software and system integrator, business case and Board approval. Programme management of the systems deployment• Development of the 5 year strategy for the Amber (loyalty) programme, including positioning, digitisation, market growth and partnership strategy, tripling membership base and quadrupling loyalty revenues• Development and implementation of customer segmentation strategy• Development and implementation of adaptive, mobile first approach to communication.• Deployment of the NPS programme• Development and launch of the Amber mobile app

Reporting to the CEO, management of all aspects of customer marketing, CRM programme development, customer contact strategy and customer insight. Ownership of the Siebel CRM system and data. Overall responsibility for the management and development of the customer loyalty program globally.Major Achievements• Development and launch of financial model to support the loyalty programme• Launch of the loyalty programme in Spain and Sweden• Development and delivery of the multi-channel customer contact strategy, varying conent based upon levels of members interaction• Development of reporting suite and insight to inform marketing strategy and activity plan• Development of adaptive, mobile led approach to email design to support markets in the deployment of the customer communication strategy.• Development of IT requirements to support CRM plans, including a refocusing of investment on data quality and requirements to support the CRM objectives

Reporting to the CEO, management of all aspects of strategic marketing for188BET (a leading in-play e-gaming company), including direct communications, brand development, partnership/sponsorship leverage across seven Preier League football clubs and 2 rugby clubs. Key focus areas included commercial growth strategy, customer segmentation strategy, and overall marketing strategy.Major Achievements• Delivered brand research to establish market position, customer perception, proposed tone and values to resonate with customers and grow the business. Qualitative and quantitative research program across seven countries• Developed and delivered the communications strategy• Redeveloped the promotional strategy to delvier improvements in promotional response• Introduced a Welcome and Onboarding program• Defined and delivered the social and community strategy – including forums, a weekly internet show and viral campaigns

Managed a team of 30 across multiple locations in the delivery of marketing programmes to support 160 hotels in the UK, Europe, Middle East and Africa. Initiated and managed all central marketing activity across the leisure and business-to-business markets, including sports sponsorships, tactical promotional partnerships and special events for niche markets. Responsibilities also included an analytical function and database management function and the management of external creative and media agencies with a multi-million dollar budget.Major Achievements• Developed and introduced key campaigns for the Hilton Family during the economic downturn – ‘Exceptional Times, Exceptional Offers’, a fully integrated (online, direct mail/email, press) leisure marketing program which generated in excess of $100million within 10 months and improved brand perception through new creative, pricing and timing of offers – 45% of consumer’s surveyed cited the ‘January Sale’ as having improved their perception of the Hilton brand• Creation of a cross functional Leisure Planning Team to govern cross market promotional activity • Developed and deployed a new partnership marketing strategy, removing unprofitable partnerships and redirecting $750k of budget to activity with better returns• Defined and deployed two international B2B campaigns which delivered over $6million in confirmed business

Responsible for the international operations of the Hilton Honors programme. Member of the Customer Loyalty Executive representing all non-US markets, with responsibility for driving customer loyalty strategy including programme development, IT expenditure, and partnerships. Major Achievements• Relaunched Hilton Honors internationally to ensure consistent knowledge and delivery, driving hotel revenue with the Hilton Honors programme experiencing a 10% growth in membership and 189% growth in associated revenue internationally.• Defined and launched electronic enrolment saving $1million a year, whilst improving customer experience & data quality• Redefined the guest arrival experience, including the development and introduction of the Honors Check-in area at all international hotels – physical and service elements and the training programme• One of 4 key team members responsible for the sale and demerger of Scandic Hotels. Responsible for removing the Honors programme, establishing a replacement & retaining customer loyalty to Scandic which constituted upwards of 40% of revenues• Drove NPS improvement through consistency of member experience. Developed a support network to improve delivery including hotel support desks, online training courses and operations manuals, and therough the addition of a consistanct score to management balanced score cards. Resulting in a 14 point growth in consistency of delivery.• Recognised with Hilton Honors being awarded ‘International Hotel Loyalty Programme’ of the year 2005, by introducing ‘VIP Benefits Options’ allowing members to choose their benefits to customise the loyalty programme improving perceived value• Implemented ‘No Blackout Dates’ policy – a key development within the Honors programme to allow members to redeem their points without date restriction or capacity controls, to achieve a 15% market share gain

Responsibility for the operations of the Honors programme outside the US, as well as partnership identification and management.Major Achievements• Instrumental in the acquisition of Scandic Hotels AB. Responsible for the decommissioning the Scandic programme and replacing it with Hilton Honors, whilst minimising customer defection. The integration of the Scandic Club cited as ‘the’ major success of the acquisition of Scandic Hotels, by KPMG• Generated over $1million per year in affiliate revenue whislt building greater member insight through the launch of a co-branded credit card (UK) • Negotiated and launched a partnership with Finnair to service the Nordic market. Finnair Plus members delivered over $9million in revenue to Hilton Family hotels each year.• Reduced customer complaints related to programme basics by redeveloping the Honors programme backend operations internationally, including all data feeds and point allocation algorythms

Management of the database marketing team (data, insight and campaign development) to support local, regional and national marketing campaigns.Major Achievements• Re-platformed the marketing database to assimilate Hilton and Stakis data• Introduced direct communications best practice driving marketing ROI up to 79:1, following which all hotel marketing activity was centralised to improve quality and returns• Compliance with EU DPA – implemented processes for and rules to ensure marketing activity within the UK and Ireland adhered to the revised Data Protection ActDeveloped a suite of ‘off the shelf’ campaigns – hotels could choose campaigns that were ready to go (copy was drafted, legal approved, and criteria for data selection was already determined), allowing for fast turn-around campaigns

Key responsibilities included consulting with major blue chip organisations on their CRM strategy, including marketing activity reviews and proposals for campaigns. Working with data bureaus and agencies to promote the use of the FRuitS segmentation to a varied corporate client base. Sold consultancy services through promotion of the consultancy’s services and then drafting proposals

Worked with Brand Marketing in the set up of campaigns to drive store card usage. Clients included Dixons Stores Group, Storehouse Group, Arcadia, Debenhams, Harrods and House of Fraser. Conducted database analysis to identify target groups for marketing activity and post campaign analysis to demonstrate results. Regular reporting for clients to show the business performance as well as database analysis identify new store locations. Role evolved to run a team developing bespoke analytical systems and processes.