Michael Brunt Email & Phone Number

London, England, United Kingdom

A strategic media consultancy that works with publishers, both traditional news businesses and their challengers.We help them to align products and content to the needs of their users.We advise on how to optimise customer journeys and build successful monetisation options.We share our experience on how to transform businesses to take full advantage of the digital revolution.Our experience at some of the world’s leading digital news publishers allows us to make sure clients have all aspects of their business focused on the right goals.

London, England, United Kingdom

I am very proud to announce that I'm working for Suppeco as a NED and Advisor, focusing on Marketing Strategy. Trusted by market leaders, Suppeco is an AI-driven collaborative platform, that enables any company, in any industry, to optimise its customer-supplier ecosystems to drive innovation and growth. Suppeco is a cloud-native SaaS platform that leverages customer-supplier relationships to drive adaptability, resilience and service excellence across the ecosystem & supply chain.

London, England, United Kingdom

I was delighted to advise a fantastic start-up, Hence Technologies, on its marketing strategy. Hence is the first software solution that enables companies to take control of their legal and consulting relationships using data in combination with AI.

London, United Kingdom

Michael Brunt became General Manager of Times Newspapers Ltd in 2019, with responsibility for the financial performance of The Times and The Sunday Times and for setting and implementing brand strategies for long-term cross-platform growth.

London, United Kingdom

As COO, Michael merged the circulation, sales, marketing solutions, customer insights and events divisions into a single business unit that delivers more than 80% of The Economist Group revenues and provides best-in-class products and services for both readers and clients. Through continuously analysing competitive strategies, gathering insights from an extensive global network, nurturing internal talent and recruiting expertise from outside, Michael’s strategy has delivered new revenue streams, substantial cost savings, an aligned team, and is providing the opportunity for increased investment in marketing and technology at a time of widespread industry decline.Prior to his appointment as COO and publisher, Michael served as Managing Director of Circulation and Chief Marketing Officer. By pioneering a bold strategy to manage the migration of print to digital reading, Michael deftly maneuvered the circulation business from loss-making into the largest contributor of Economist Group profits. This was driven in part by two innovative, award-winning marketing initiatives pioneered under his leadership: content-led digital marketing and a real-world experiential marketing campaign.

London, United Kingdom

During a time of publishing industry transformation, I took global responsibility for the circulation of The Economist, once a loss-making business and now the largest contributor to Group profits.

London, United Kingdom

I implemented a worldwide strategy to increase the top line and bottom line of the circulation business, optimising both revenue and profit-growing opportunities as readers migrate to digital reading; whilst balancing the needs of other Group businesses who profit from the readership of The Economist.

London And New York

I created and implemented a strategy to manage the migration of print to digital reading, whilst increasing profits, maintaining circulation volume growth targets and delivering a new, digital audience that presents new advertising opportunities.I developed, tested, pioneered and rolled out a strategy to sell subscriptions in a ‘format-agnostic’ way, simultaneously driving up revenues and reducing direct costs to substantially improve circulation profitability. This approach is now at the heart of our global circulation strategy.

New York

I held responsibility for all digital revenues in North America, soon after the launch of The Economist's award winning digital edition.

London, United Kingdom

I built a global marketing team, infrastructure and strategy from scratch, reaching record levels for awareness, lead generation and customer retention within six months.I developed a global marketing strategy for the EIU Custom Research business, based on a global propensity model and semi-automated topical and daily communications to prospects, with marketing infrastructure and team resources outsourced to India.Whilst continuing to run Marketing globally, I took on responsibility for new product development – a function traditionally managed by the editorial team.

London, United Kingdom

I was responsible for three businesses; The Economist circulation, Economist Conferences and Corporate Network.To meet the demands of a challenging economic climate, I significantly restructured my teams to allocate resources more efficiently. This restructure, together with strict control of direct costs, provided a record level of business contribution for The Economist circulation and aligned the Conference and Corporate Network businesses for growth.I initiated a marketing-led growth strategy for Corporate Network, including the development of a new web-only product, a re-branding of all services, and the launch of a new website.

London, United Kingdom

I led marketing across all group businesses, with responsibility for directing both strategic marketing (brand, product development and customer insight) and tactical marketing (circulation, conference and sales support).After planning and implementing a series of internal restructures, I created a diverse (but united) and efficient cross-business marketing team, who communicate brand values consistently whether targeting businesses or consumers.Taking European brand marketing online, I developed a successful and cost-effective campaign leveraging social media networks, enabling the target audience to build engagement whilst creating an unique vehicle for PR.

Hong Kong

Within three weeks of arriving in Hong Kong, I had analysed and evaluated the current strategy and outsourcing arrangements, presented a business plan (requiring a new team structure with new responsibilities and targets) and developed a marketing strategy designed to achieve target growth rates whilst dramatically improving profitability.Gaining buy-in from the Publisher, I implemented immediate costs cuts, initiated new campaigns that reversed declining revenues and volumes, and went on to improve the annual business contribution by 68%.For business development, two plans were progressed for presentation to Senior Management; one outlining the opportunities for growth in Australia, and one evaluating the online and offline circulation opportunities in China.

London, United Kingdom

Managing a diverse team located in London, Paris and Frankfurt, I took responsibility for the circulation marketing P&L across the Europe, Middle East and Africa region.During this time, I successful transferred decision rights and resources from a London-based central team to the regional teams; enhancing local resources, leveraging local insights and finding new marketing and media partners.

London, United Kingdom

A global, internal consultancy role with responsibility for bringing best practice and brand standards to direct marketing and customer experience worldwide, working closely with regional leaders and key stakeholders.I evaluated marketing successes, made recommendations for local adaptation and enhancement, then provided global project leadership to implement my ideas, through the use of virtual teams.I worked closely with external partners to create a new global infrastructure for capturing online subscription orders, providing a consistent, global customer experience and a benchmark for testing regional campaigns.To track customer service quality, I developed a global survey programme to benchmark regional performance.

London And New York

I created my own company to provide direct marketing consultancy services, with a mission to make client budgets work harder by creating brand-building and profit-generating direct marketing.Working closely with clients in the UK, Europe and US, I developed – and implemented – successful campaigns using new channels and new creative approaches informed by customer insight.

London, United Kingdom

Promoted to the strategy team on returning from a one-year sabbatical, I became a senior agency planning resource.Until I joined the team, One.Tel briefed the studio directly to design fact sheets. So I worked on a (speculative) brand identity/re-launch plan and hosted a series of client workshops on the importance and benefits of brand values.After completing my workshops, One.Tel management accepted the brand re-launch plan, resulting in their first fully integrated marketing campaign and a significant uplift in revenues for both the client and the agency.

London, United Kingdom

As the agency’s youngest ever Account Director, I managed a large client service team, handling key accounts including The Economist, Vodafone, The Telegraph, Prudential and Great Universal Stores.

London, United Kingdom

Managing the launch of AT&T’s new corporate identity; I co-ordinated outdoor, press and direct marketing activity

Leeds, United Kingdom

I gained valuable through-the-line experience working for a national retail client; coordinating activity for new store launches included local press, targeted door drops, outdoor media selection, direct mail and radio.

Manchester, United Kingdom

Through the apprenticeship programme of a leading UK B2B agency, I gained a good grounding in marketing.

Advanced Management Program (Amp 192), Organizational Leadership

As market volatility, socioeconomic trends, and disruptive innovation reshape the playing field, visionary companies are turning.

Ba (Hons), History Of Art, 2:1

Dip (Art), Fine Art, Distinction

I took a year out in 1999 to complete a diploma in Fine Art.