Drive co-ordination and solution management for the global JLR Go To Market transformation that takes JLR from a wholesale to a direct to customer retail business, connecting siloed activity into a singular Go To Market business plan, scope of work, timing and budget commitment. • Developed and gained board approval for a unified global business case for Go to Market transformation across 20 markets through to 2027 Defined a programme integrated road map that brought together all activities across digital product development, enterprise enablers, digital enablers and business changeLead and drive an effective governance structure, in turn developing a market deployment structure for coordinated launchesSupplier managed and negotiated a delivery driven £64M contract, focused on outcomes

Implement a direct to customer proposition within the brand re-launch programme, as part of the wider Reimagine strategy. Direct the online channel development to capture global Jaguar orders and reinforce the intended customer experience. Designed the end-of-end customer journey, mapping a capability led approach to digital solutions that will support the desired omnichannel experience. From this implemented a digital demand organisation that then took over the 1300+ capability requirements to drive through to deliveryDefined the online sales channel operating model for all orders and touchpoints across the end-to-end customer journey. Reorganised pricing policies, stocking processes, promotion performance measurement, product cataloguing and analytics focus to adapt to the required D2C go to market model. Directed the Omnichannel requirements connecting the Online Channel to the physical touchpoints around it. This included single data design and customer ID design, customer support infrastructure and digital handover points to enable a seamless customer journey.

Development and execution of the Market Performance key global improvement projects and regional performance operation, responsible for the delivery of JLR’s central measurement tools and governance.Designed, delivered and utilised the Sales & Aftersales Local Market Exploitation measurement, giving each retailer an area of influence and measuring penetration of the total parc within it. Design and project director of the multi-faceted digital ‘Encarta project’. A central best practice and performance data hub accessed by specialist apps and utilising an artificial intelligence module, giving a single source of operational excellence to circa 50k retailer staff worldwide.Achieving agreement, direction and implementation of global operational policies around provision of parts stocking, courtesy vehicles, showroom standards and selling practices. Creation of a common market assessment criteria, the Sales & Service Truths. Channelling specific focus on key operational areas across both disciplines, driving global consistency

- To examine and support the sales activities of major NSC’s to ensure that the JLR networks have the appropriate staffing levels, demonstrator plans, sales performance measures and that enquiry management systems are used effectively to grow the volumes to ensure the long term JLR sales objectives are achieved.- To influence and direct management in regions and NSC’s in order to achieve the implementation and on-going performance improvement of a Global Sales Operating Model. - To influence and support the Regions and NSC’s to ensure a real and genuine focus is placed on customer satisfaction in the showroom sales arena and that the appropriate actions are being taken across the world in line with Customer First.

- Developed and then drove the adoption of the Jaguar Land Rover Global Customer Communication Plan as the customer journey contact standards across departments and regions. Working closely with Marketing Communications to ensure improvements in customer engagement for each touchpoint with the customer. - Developed bespoke communication plans for new initiatives such as electrification, customer portals and online sales. These engagement programmes were used as a key demand metric for future products.- Project lead the implementation of a Global CRM SAP implementation in the China market, building strong relationships with JLR China contacts in Marketing, Retail and IT by working in market on the roll out. - Worked closely with the UK and US markets in particular to help plan pilot projects for improved campaign targeting, lead conversion and retention, utilising the Global SAP solution.

A digital marketing agency specialising in the design and development of data services.Reporting to Managing Director driving achievement of company’s strategic business plans.• Pioneering a launch plan of a new data capture app, installing a robust marketing and sales vision to achieve profit targets. • Consulted companies on their information capture, key insights, purchase cycles and behaviours, drawing opportunities and communication plans to apply.

A franchise offering services under the BMW Group brand.• Restructured a group central marketing team with redefined responsibilities to win the BMW Marketing Award 2013 having never been nominated before. • Designed and developed a Data Maintenance programme that segmented customer records and ensured targeted and relevant marketing, displaying only 38% of the original database was relevant and current.• Directed business direction using the customer behaviour analytics, driving business growth and increasing retention by identifying each customer group’s ideal service.• Formulated a cost efficient digital marketing strategy in order to increase enquiry rates by an average of 124% whilst only spending 94% of the budget.• Initiated the establishment of “Teamship Rules” in order to unify a team, leading to a 100% reduction in staff turnover over 12 months with a 14% increase in customer satisfaction. • Evaluated service costs and reduced them by 18% through consumable usage and third party negotiations, whilst increasing sales by 15% to achieve an absorption rate of 94%.• Constructed a loyalty scheme using insights to encourage repurchases back within the company and between departments, increasing retention rates from 48% to 61% (1st nationally).• Designed process charters to confirm understanding and monitor system slippage increasing compliance scores by 23%, staff satisfaction scores by 19%.• Assembled a long term targeted PPC and SEO programme to increase web and social media presence, resulting in a 67% rise in web enquiries. • Reconstructed budget calculations for marketing spend against the proposed sales output, creating more buy in to the marketing approach and increased activity output. • Facilitated customer feedback forums, to gain in depth feedback and understanding, increasing our customer satisfaction scores by 14% and increasing staff buy in.