I played a pivotal role in the formation of a new team that bridged the gap between our customers, our product roadmap, and the wider Criteo team. I inherited individuals from different business units, and created our own singular team culture. I then embedded a new vision for our team, and new processes and relationships to achieve them. Finally, we hired a more diverse team through growth in order to meet the demands of the business. Together we created three team pods; 1- true product marketers focussed on aspects of the roadmap and responsible for story writing and enabling others to tell it, 2- a customer enablement team responsible for creating content, and managing tools such as Highspot, Intercom to deploy the content, and 3- a strategic pillar containing competitive and market intelligence and analyst relations responsible for bringing an external expert lens to our work.

In this role we focussed on developing and releasing many features into our customer facing platform. These features handed control and choice to our customers, necessitating us to change our operating model around it. This was the crux of the role, prioritising which features to build, ideating with our product partners on how to build them, then releasing in conjunction with our commercial and operational teams. We changed processes, optimised KPIs, developed new roles such as customer support and customer success.We also developed customer enablement materials allowing them to become truly self sufficient, and also successful in using our platform. This included our knowledge base / support centre where we chose the platform and developed the content strategy and KPIs. We also implemented in partnership with our commercial team, an academy for our agency partners, focussing on educational content and a structured program targeted to different roles in our customer’s organisations.

This was a hybrid role, spanning product and operations. 50% of the job was to run and scale the Criteo mid-market operations team globally. We grew from 30 people when I joined up to 150 people in my team, in offices in London, Barcelona, Paris, Boston, Singapore, Tokyo & São Paulo. With my management team, I implemented new organisation structures, continuous improvement programs, career coaching and growth paths and mentoring programs. We identified bottlenecks and worked hard to remove them and improve on every operational KPI we had.The other 50% was to become more efficient, so efficient in fact that the team could stop growing and actually reduce in size. We deployed customer facing technology to remove the burden from the operational teams. Alongside this we developed in our personal growth time internal tools and ultimately a single platform that removed time spent on all of our tasks, allowing us to focus the team to the ‘top of the pyramid’ high value tasks for which we were responsible.

In this role I was the product owner across our data management platform and our related data driven products. These included media planning, targeting and reporting & measurement. We had a very focussed culture based on agile methodologies that ran across product, development and also some operational teams. This was invaluable as we ensured close alignment across our teams and our customers.

Running the Media Services division within Adform. We're here to make your ad spend go further. We provide the tools and expertise to help you run your campaigns more efficiently. Our ethos is transparency and control, providing agencies with both in order that they can run better campaigns.We are live in countries all across Europe with local support backed up by a central team in Lithuania.

Working within the Digital Advertising team launching Experian data products into the online and mobile advertising eco-system. Spanning industry developments and technical roadmaps to provide the guidance and vision for what we build, how we build it, and how we interface in the industry.

Focussing on data integration, acquisition and partnerships for all of our advertising products and services. We recognise that in order to grow share and online ad spend, we need to do more than serve the impression. It's about the impression + deep data sets + sophisticated measurement techniques.Working in the Research, Data and Analytics team, I'll be pulling together current data sets across search and display, along with our Windows Live data so that we present a unified story at each point of the campaign story. This will result in increased knowledge of the planning process, better targeting and industry leading reporting and analytics.

Joined Mediabrokers as an Account Manager, heading up the re-messaging and targeting operations products. Worked through the name change to Drive and then into the Microsoft Media Network. Was responsible for hiring, training, supporting sales, going on pitches, developing product and defining strategy.

Working closely with sales teams and internal departments to maximise revenue across ITV properties and Friends Reunited.

Worked closely with agency partners to ensure campaigns were delivered as booked, optimised as needed and evaluated appropriately. Encouraged clients to use full suite of products available.

Worked with sales teams and editorial teams to set up, run and manage campaigns. Saw the site through a redesign and evaluated yields to ensure we maximised revenue.

Started my online operations career here, optimising campaigns across our contextual network. Maximising ROI for a broad range of clients.