Peter Lilley Email & Phone Number

City Of Westminster, GB

London, England, United Kingdom

Charlie (my co-founder) and I knew there was a better way to search for local info. He had the vision for the Travel Time product and the talent to get it built. It's a simple concept; the world makes more sense when viewed by TravelTime than by distance - minutes mean more than miles. The talented team at TravelTime have built the platform for 40+.

MMCast provides a proprietary technology platform that allows the insertion of highly targeted video advertising to mobile handsets during the download and buffering period. I helped set up the company, and wrote the business plan that was awarded "Most innovative business model" by the Mobile Entertainment Forum, and "Top Innovator" by GSMA Americas.

The Local Channel provided local / geographic web sites in the UK and Slovakia (and also had a small presence in Russia and China). It was a good concept but was chewing through investment. I was asked back to the company after a couple of years away, to help discover where the money was going, plug the gaps, and recommend the next steps.

Smart ADDS was a division of Tiger Telematics and focused on delivering video ads over mobile networks, to hand held devices - one of which was the ill-fated Gizmondo. The Smart ADDS division in the UK successfully trialled the technology with 50+ campaigns from blue chip advertisers and was set to do the same in the US; the Gizmondo and the parent.

Company details are under the latest entry for The Local Channel. I joined the company at the early planning stages, before the commercial launch in Autumn 2003.

Static owned PlayJam - which at the time was the world's largest interactive TV channel. The concept was that consumers could play simple games on interactive TV, using their existing remote controls, then submit their scores to win "money can't buy" prizes. It was more successful than we'd forecast. We sold the company to Liberty Media and parts of it are.

I joined Cabletel - one of several mid-sized cable companies. We grew through acquisition to own the whole of the UK cable industry. Recently, ntl itself was acquired by Virgin. I joined with the brief to set up and run the ad avail business (inserting and broadcasting local TV ads into national cable channels). From an initial "blank sheet of paper" we.

Mirror Group (now Trinity Mirror) ran a significant portfolio of UK tabloid newspapers...notably the Daily Mirror. My role was to lead a small team developing new advertisers for the paper, through presenting the newspaper proposition in a fresh way. We attracted blue chip advertisers such as Cadbury, Bulmer, and Pepsi... based on fusing insight about our.

Granada was one of the orginal commercial TV companies in the UK - and my role was to reshape and lead the team selling the region to advertisers. Through presenting facts about the region in powerful imaginative ways, we repositioned the region with advertisers and agencies, and reaped the subsequent increase in ad budgets.

Anglia was a small rural commercial broadcaster - now part of ITV. My role was to develop advertising revenues from specific market sectors... motors / finance / corporate. I led the campaign to reposition the region to advertisers, from "the salesman's graveyard" to "part of the affluent South East". Once that marketing kicked in, Anglia's revenues rose.

Sharps was a small advertising agency, but with a few notable accounts including Dixon's (the UK's leading electrical retailer); John Player; Save and Prosper; and Courvoisseur. I joined as a trainee, and learnt how media planning and buying worked "at the coal-face". Shortly after I left to join Anglia, Sharps was acquired by Dorlands... who in turn were.