For more than 18 years, I have worked with some of the UK’s most loved brands across the charity, not-for-profit, arts, heritage and cultural sectors both in-house and in consultancy roles. I am passionate about helping organisations create meaningful and lasting relationships with new and existing audiences, customers, supporters and members to drive sustainable engagement, loyalty, advocacy, income and lifetime value.A critical thinker, creative communicator and consultative leader,… Show more For more than 18 years, I have worked with some of the UK’s most loved brands across the charity, not-for-profit, arts, heritage and cultural sectors both in-house and in consultancy roles. I am passionate about helping organisations create meaningful and lasting relationships with new and existing audiences, customers, supporters and members to drive sustainable engagement, loyalty, advocacy, income and lifetime value.A critical thinker, creative communicator and consultative leader, my particular passion and expertise lies in strategic planning, audience insights, product and proposition development, customer/member/supporter acquisition and retention strategies, CRM, stakeholder engagement, change management and people development. I am passionate about building teams and bringing people with me on the journey – from project teams to board rooms, supporters to suppliers. Show less

Audience engagement and income growth consultant, working in partnership with The Revels Office - a commercial and audience development consultancy working across arts, culture, heritage and place-making. Most recently, I was part of the team who delivered the culture strategy for Wentworth Woodhouse; I led on the ticketing and membership review for Brighton & Hove Museums; and I was part of the team that developed a 10 year business plan following the merger of Southbank Sinfonia and St… Show more Audience engagement and income growth consultant, working in partnership with The Revels Office - a commercial and audience development consultancy working across arts, culture, heritage and place-making. Most recently, I was part of the team who delivered the culture strategy for Wentworth Woodhouse; I led on the ticketing and membership review for Brighton & Hove Museums; and I was part of the team that developed a 10 year business plan following the merger of Southbank Sinfonia and St John's Smith Square. Show less

Associate consultant working in partnership with Harmonic Action, a creative consultancy for effective digital, technology, and learning. Focusing on third-sector and value-driven organisations, Harmonic Action works with clients to optimise their digital, data and technology strategies and investments, and address their learning needs.

Partnering with The Geological Society and their CRM and Web implementation partner to scope, build and launch a new customer-focussed CRM platform, customer portal and website as part of their digital transformation journey. I'm passionate about enabling positive, lasting change and benefit realisation for the Society's members, supporters, customers, volunteers and staff.

I enjoyed (and can thoroughly recommend!) a post-pandemic sabbatical before pursuing the next chapter of my career. The luxury of time enabled me to sell my home and relocate to Buckinghamshire, whilst investing more energy into life ambitions and loves - being more present with loved ones, training for my next half marathon, engaging in a women-in-leadership coaching programme, completing a music theory course, and as a trustee, helping a local charity navigate through change management.

Having joined a new Senior Leadership Team during a period of rapid, transformational change, I enabled a much-loved charity to broaden its relevance, reach and impact, to ‘help everyone find their feet’ by: > Leading the development of a new 5 year member, supporter and income growth strategy to halt a long-term decline in membership and build the foundations for future growth > Building a new, integrated membership and fundraising team (including supporter care, acquisition,… Show more Having joined a new Senior Leadership Team during a period of rapid, transformational change, I enabled a much-loved charity to broaden its relevance, reach and impact, to ‘help everyone find their feet’ by: > Leading the development of a new 5 year member, supporter and income growth strategy to halt a long-term decline in membership and build the foundations for future growth > Building a new, integrated membership and fundraising team (including supporter care, acquisition, retention, product development, individual giving, legacies, trust and corporate fundraising) to enable long-term membership, supporter and income growth. > Awakening dormant income generating channels including individual giving and legacy programmes. Building a compelling case for support to secure transformational society lottery funding worth £8m over 18 months.> Collaborating with a new data & digital transformation team to radically change cultural norms across the team, with significant new data-driven insights to inform plans. Emerging digital products, tools and CRM platforms are now live to attract and engage new and existing audiences in a digitally-led era.> Investing in people, mentoring colleagues, building team, influencing culture and values, and courageously committing to make the right decisions for the long-term future of the charity, its supporters, members and staff. Show less

Leading the strategic development of a previously dormant membership scheme, pushing it to the heart of the Museum's public engagement agenda. During a time of rapid change my leadership has included:> Creating a membership development strategy to support ambitious population and income growth at one of the UK’s most-loved visitor attractions. Two years in, membership has grown +275% to 24k members. > Embedding a transformational sales-driven culture across… Show more Leading the strategic development of a previously dormant membership scheme, pushing it to the heart of the Museum's public engagement agenda. During a time of rapid change my leadership has included:> Creating a membership development strategy to support ambitious population and income growth at one of the UK’s most-loved visitor attractions. Two years in, membership has grown +275% to 24k members. > Embedding a transformational sales-driven culture across visitor-facing teams. With onsite sales up +400%, colleagues are now passionate advocates for membership. > Scoping and roll-out of a 2 year CRM programme as the project’s lead stakeholder; to enable an integrated view of the Museum's 5 million visitors, deepen customer engagement and boost lifetime value. > Redefining the membership engagement strategy through targeted communications and content, to engender loyalty, grow advocacy and boost lifetime value.> Overseeing an integrated marketing strategy to enable 19k new member sales targets. From digital channels and onsite messaging, to a compelling visual identity and more. > Leading digital development programmes to drive cost-effective sales and deepen engagement with new and existing members including: e-commerce, digital sales and marketing functionality, and dynamic digital content.> Product & content development to deliver value via a ‘best-in-class’ membership including the transformation of the member events programme and a review of exclusive member content.> Leading a high-profile 3 year project to transform the Museum’s iconic South Central Towers into an exclusive suite of rooms for Museum Members. As project SRO, I presented a compelling business case to the Board of Trustees, followed by a successful bid to secure a £3m loan from DCMS. > Recruitment and coaching of a transformed membership team where a new working culture is tangibly evident, success is celebrated and excellent customer service is the expected norm. Show less

Promoted to lead RHS Membership Marketing and launch an ambitious growth plan, including:> The strategic development of the RHS membership scheme, growing to more than 400,000 members, generating £22m per annum (more than 50% of the organisation's annual income). > Development of the RHS customer journey, including CRM and market segmentation to maximise customer loyalty (87% retention), advocacy and lifetime value through the development of a strong retention programme… Show more Promoted to lead RHS Membership Marketing and launch an ambitious growth plan, including:> The strategic development of the RHS membership scheme, growing to more than 400,000 members, generating £22m per annum (more than 50% of the organisation's annual income). > Development of the RHS customer journey, including CRM and market segmentation to maximise customer loyalty (87% retention), advocacy and lifetime value through the development of a strong retention programme. > Development of a Gift Aid scheme for membership, generating additional revenue of +£3m per year.> Delivery of a multi-channel B2C marketing strategy (digital & offline) to deliver sales with a healthy ROI. > Leadership & development of the Membership Marketing Team (6 direct reports) Show less

Promoted to head up new team, pushing retention rates to 85%, affecting a step-change in net membership population growth to generate £19m income per year.

Development of the RHS membership marketing strategy to recruit and retain RHS members.This included the planning and implementation of a multi-channel marketing plan, to deliver ambitious recruitment targets of 60k new members per year, with a retention rate of 80%.

Initiated the marketing, communications and client retention strategy for specialist travel health experts InterHealth, supporting many of the UK’s leading international NGOs and DEC members, including: > Dedicated account management and client retention for the UK’s largest international NGOs and DEC members.> Business development initiatives including brand development; product and service development; roll-out of customer communications (digital & offline); e-marketing;… Show more Initiated the marketing, communications and client retention strategy for specialist travel health experts InterHealth, supporting many of the UK’s leading international NGOs and DEC members, including: > Dedicated account management and client retention for the UK’s largest international NGOs and DEC members.> Business development initiatives including brand development; product and service development; roll-out of customer communications (digital & offline); e-marketing; advertising; affinity and partnership marketing..> Development of membership scheme to generate new income stream of £100k+ per year. Show less

Development of International Marketing strategic objectives for industry leader AXA PPP healthcare including:> Budgetary management of £1.2m to deliver multi-channel acquisition marketing plan to meet targets.> Partner marketing - to support growth of local products in the Middle East, Malta & Cyprus.> PR activity - which led to substantial editorial coverage in expatriate trade and consumer press > Market research, customer profiling and product development.

Co-ordination of marketing activity including market research, public relations, competitor analysis, direct mail campaigns, website content management for expatriate customer base.