Clients: John Martin Group, Scottish Autism, Scottish Veterans Residences (SVR), Heritage Porfolio, Peter Vardy, Edinburgh Instruments, Care Visions, Anderson Strathern, Balfour + Manson, National Galleries to name but a few. I was approached by The Lane Agency in August 2009. They were, at the time, a young agency only a year old having formed from an internal marketing department. Most of the team had little or no Agency experience therefore my role was to review client service levels, present recommendations on systems and processes and develop a plan to implement the changes.Initially I Account Directed various accounts, working closely with clients on planning, strategy and managed the team that implemented the marketing activity. We delivered campaigns across, TV, press, radio, digital, social, web and printed collateral. It was my responsibility to ensure effective use of clients budgets and to guarantee delivery of campaigns on time and within budget. I progressed to Group Account Director, my role changed to managing the account group and the client services team. At this point I worked closely with the MD and an external consultant to restructure the agency and over time, nurtured an experienced team with the required skills to take the business forward. I was responsible for the standard of client service, ensuring the team delivered excellent client care. To do so I worked with the team to identify skills gaps and training requirements and implemented development plans. I also worked with existing clients to explore opportunities as well as meet with potential new clients with a view to growing new business. Latterly I joined the Board of Directors. As part of my appointment I worked with the MD to introduce a management structure, to create an inclusive culture in the Agency. We introduced an SMT which I managed and worked with to implement recommendations.

Clients: RBSWorldpay, Streamline, WorldpayI was approached by Clayton Graham in 2007 to Account Manage RBS. Clayton Graham was the strategic agency for the payment processing division of RBS and was appointed to deliver the rebrand of eight disparate brands acquired by RBS into one distinct brand, whilst concurrently managing the requirements of the individual brands during the rebrand period. The rebrand, a two year project, involved significant internal and external consultation consisting of over 20 workshops with staff across the UK and Europe and focus groups with merchants.We developed the brand RBSWorldpay, producing significant brand guidelines and after further internal consultation, worked closely with the team to develop an internal and external communication strategy for the launch of the brand. We were involved in a road show of presentations to communicate the new brand to over 800 staff across 8 brands throughout the UK and Europe, then moved on to implement the marketing strategy to merchants. Working closely with our planning director I managed the creation of all content for the workshops, and the roadshows including presentations, a brand film (translated into four languages) a brand personality brochure and regular content for the intranet as well as merchant communications such as DM pieces, and brochures.During the period of the rebrand I also managed the communication requirements for the 8 brands. This required weekly meetings with the various clients in London, establishing briefs and managing the delivery of requirements. It was at this time I worked on the launch of Contactless. This included consultation with merchants, a suite of DM pieces, a micro site and sales material for the sales force. I also produced the quarterly merchant magazine for Streamline as well as various technical product information sheets across all brands, banner ads, press ads, DM pieces and exhibition collateral.

Clients: Peoples Ford, Optical Express, Reid Furniture, Radio Clyde and Forth, Caledonian University, Office, Texstyle World, Tiny, Piersland and Cromlix House.My role at Coltas started as an Account Exec. I sought to develop within the agency and worked hard to gain the skills that later allowed me to progress to Account Manager. Throughout my time at Coltas I worked closely with both owners as well as various Account Directors. I implemented the marketing strategies for each of my clients, my main account during this period was Peoples Ford. Prior to the digital age this was a press, radio and direct mail account. Five sites in Scotland, three in Liverpool and over 30 press ads per week, regular radio campaigns and distinct messaging for each site meant the account required a disciplined, tactical mind with excellent time management skills. I was also responsible for the delivery of campaigns for Optical Express, Texstyle World and Reid Furniture, mainly press and POS. I also managed the recruitment campaigns for Caledonian University. Working with the Account Director I supported the creation of brand campaigns for Radio Clyde and Forth, producing outdoor, TV and online banner ads.My time at Coltas instilled in me the importance of campaign results. Part of my role was to review weekly footfall figures against sales and media allocation and report to Account Directors and latterly directly to Clients. I worked very closely with media houses on establishing media plans and adapting strategies as campaigns progressed. It was also here I learned the importance of building strong relationships with your agency team, suppliers and most importantly your clients. The pace of a retail agency requires you to ascertain the client requirements quickly, brief efficiently and deliver on time and on budget an effective campaign. This can only be achieved by knowing your clients sector, their customers, the market and your own team inside out.