Operational and Conduct Risk management for the LBG Group Brands & Marketing Team

Marketing Campaign Manager - Halifax Credit Cards

I initially joined the Brand team at Yorkshire Building Society in February 2012 as a Campaign Manager and spent 18 months supporting the delivery of a number of key brand revitalisation initiatives which aim to reposition the business as a financial services provider who can be genuinely trusted to put customers at the heart of everything the business does. The scope of this work has included most areas of the marketing mix, including tv, radio, outdoor, press, DM, branch POS/literature, online and internal comms to reinforce the 'Built on Trust' brand values and messages. I influenced and shaped what 'revitalisation' looks like at a 'local' level and played a key role in the marketing planning alongside other key stakeholders (Retail, PR,CR, Internal Comms) through to the delivery of this initiative.I also co-ordinated the marketing support for 6 new branch openings and the relocation of our new design branch layout in Harrogate - utilising DM; outdoor media; local press; door drops, PR and launch event support. I was promoted to the role of Direct Marketing Manager in May 2013, with a team of nine, to lead the Society's direct marketing programme across all brands and products with specific responsibility for the development of creative content and production formats which were sales- and cost-effective, customer focussed and on-brand.Due to the relocation of the head office to Leeds, I left the Society in July 2013 to rejoin the Marketing team at Lloyds in Halifax as an Assistant Marketing Manager.

Temporary position to provide client account management support for the business.This role required me to progress and deliver client campaign requirements (DM print and email campaigns) through close liaison with key clients and other senior account managers.Due to the nature of this position, I needed to demonstrate adapatability and flexibility to support the team in any way needed e.g. interpreting client briefs and producing internal creative briefs; developing timing and cost plans; copychecking understanding existing processes and procedures; building good relationships with key clients and fitting in to the team.During my time at Involve, I also developed ideas for improving internal communications and generating new business.This role ended in December due to a decrease in workloads.

Key accountabilities:• Delivering results-driven share plan communications for clients within agreed timescales, budget and service levels.• Strengthening the reputation of the business as a leading provider of share plan administration through tactical PR initiatives.• Effectively managing a £1.1m budget through robust budgetary controls and cost analysis.• Ensuring all communications meet relevant compliance and FSMA standards.• Management and development of seven staff.• Identifying process improvements and solutions to maximise productivity and efficiency.• Integrating the HBOS EES business into Computershare’s business model whilst maintaining existing customer service levels.I opted to take voluntary redundancy at the end of May 2011 as the marketing function transferred to Bristol.

Key accountabilities:• Planning and delivery of effective communication programmes (acquisition and regulatory) to a range of high profile B2B clients such as HSBC; Rolls Royce; Shell; SSE• Copywriting of tailored share plan material targeted at clients’ employees.• Copywriting of PR material (including a B2B newsletter; industry award submissions)• Producing detailed creative; print; translation briefs for panel of external suppliers• Effective supplier management (design; mailing houses; translation agency; postal suppliers)• Producing campaigns within budget; on time and compliant with all relevant regulations (such as FSMA; Data Protection Act; DDA)• Evaluating campaign results against Key Performance Indicators to measure success.• Undertaking adhoc projects as required (such as supporting the launch of a B2B website and producing promotional literature for exhibitions and conferences – aimed at generating new business; and internal process reviews - to improve production/efficiencies).During this role, I took a 9 month secondment into HBOS’ Group Marketing, Brand Strategy & Products division as part of my development plan (strategy). I was responsible for delivering a range of strategic projects at a Group-wide level.

Key accountabilities:• Print production of branch campaign material and literature – including the production of creative development; design and print briefs; branch notification and instructions; copywriting for tactical flyers and sales aids; assistance on photo shoots (staff as stars)• Production of rate change point of sale literature (usually monthly) for both savings and mortgages product areas. This involved the immediate updating of over 15 print items per product area; print production and distribution to the branch network. This required high attention to detail and accuracy.• Production and delivery of acquisition / retention / regulatory (100%) mailings – involving identifying relevant data selection criteria; creative development and print production and mailing solutions. • Conducting creative tests within direct mail acquisition campaigns (existing creative v new creative). This involved monitoring acquisition results over a 9 week period and presenting the findings back to the product area.

Key accountabilities:• Co-ordinating key financial events in London/Scotland such as the half/full year financial results; mergers/acquisitions. This included arranging logistics (venue/catering/technology support); production of speakers’ scripts; production of analyst briefing packs; greeting and registering attendees; co-ordinating conference calls for overseas investors with the CEO and Finance Director etc.• Co-ordinating the production of relevant RNS material to support key announcements. For the financial results, this involved producing templates for every business area within HBOS to capture key data and commentary and required effective planning and process controls.• Co-ordinating international and UK road shows for the senior team (CEO, Finance Director and other Executive Directors). This involved liaising with institutional investors and analysts; creating itineraries and background notes/history for the executives; arranging travel/accommodation etc.• Maintaining strict confidentiality (price sensitive information); being flexible and managing the accurate delivery of multiple tasks within very tight deadlines.I moved into Marketing following the merger with Bank of Scotland, where the Investor Relations function was transferred to Edinburgh.