Daniel Ayers Email & Phone Number

To give some clarity on what Digital Transformation means in my context...We work with IMG owned and client leagues, sports clubs and events, with a focus on fan-facing (or fan-impacting) technology and systems.That can mean web, mobile app, e-commerce, data warehousing, CDP, marketing tech stack, CRM systems, membership platforms, ticketing, and so on.What it almost never means is: internal-facing IT, payroll, productivity software or - my favourite inbound cold emails - embroidered sew-on patch needs.My personal focus clients at the moment are Rugby League, Fulham FC, Leicester City and Concacaf.

The 'doing' bit. You've got a digital strategy, now it needs implementing. Deploying new platforms, people and processes in what is a long-term, not-really-ever-ending transition.Right now, that includes ongoing work with Euroleague Basketball, Fulham FC, Leicester City and Newcastle United.

London, United Kingdom

Seven League is a Digital Consultancy that accelerates digital performance for some of the biggest names in sport, and is part of the Mailman Group.We create and execute strategy, produce engaging content, improve the use of social media and help you deliver against your overall business objectives. We build teams and select the best technology partners to improve the way digital is used to engage and inspire fans, build brand profile and generate revenue. Recent & active consulting projects include... | Governing Bodies & Leagues |UEFA, FIFA, The FA, The R&A, World Rugby, ATP Tour, Sport England, MCC | Teams & Clubs | FC Barcelona, Leicester City, Fulham, Newcastle United, Green Bay Packers and more

Valencia/ London

Helping VCF expand and run their digital team, as part of Seven League's work with the club.Included content production, digital marketing, social media, product development and analytics/insight.Our work ran in 3 phases with the club; firstly auditing their entire digital footprint, then accelerating growth (building & professionalising a team, putting processes in place), finally advising in a more traditional strategic consulting role.We made huge strides in positioning the club as a digital innovator, and growing reach and engagement. An all-round great experience.

London, United Kingdom

Ran a 4-strong agile team, covering:- Strategic Product Development- Client Relations (internal)- Technical Project Management- Design- Production- QA- Infrastructure & Security- Marketing & Content support- Business Intelligence- E-commerce marketingOutput spanned Sony's #1 artist website worldwide (onedirectionmusic.com), through marketing campaign collateral, to defining & reporting Sony Music's key digital artist KPIs (engagement & volume metrics across 12 separate channels).

London, United Kingdom

Head of a 3-person specialist digital marketing team within the then-freshly-recreated Columbia Records label at Sony Music UK.Worked for Richard Connell and label MD Mike Smith.Responsible for digital marketing & promotions for all Columbia UK and inbound international releases; also covered commission & management of all UK artist websites for the label.I still maintain that we invented the concept of the artist 'widget' (for Kasabian's 2006 Empire album), before the term had been coined. And when everyone still had a MySpace space, so it actually worked.It's a great label, the best within Sony Music.

London, United Kingdom

Sony and BMG merged in 2003, which was a fun time for everyone.I ran the online marketing dept for the merged company, with a staff of 6. It was part of the company's 'Futures' Division, which was either way ahead of its time, or slightly misguided, depending on your point of hindsight. Sold a lot of ringtones though.This period included an early dabbling (for us) with the idea of artists selling direct to fans from their websites. Sadly the forecast sheets (and delivery capabilities) waved at us by 'suppliers' turned out to be optimistic on a laughable scale. Luckily we've got the hang of doing it ourselves these days.

London, United Kingdom

A 'development' phase of my career, and of digital within the industry as a whole; post-dotcom-crash, all of a sudden the New Media department had to rebuild credibility internally, particularly after some eye-watering budgets had been spent on (retrospectively) hilarious website concepts."It's an aeroplane, right; to get to news you go into the cockpit and click on the intercom""It's a house, where the girls live. The chatroom is on the fridge door, in the style of magnets"."We've signed the online interview rights for [band x] for £[christ]. Now recoup that by charging publications to talk to them"."Build us an email list of 1m people, just do it. I don't care about the details"[list built, by hook and crook]"Great - we'll bring the release forward"[reveal list is around 60% Russian e-mail addresses]"Get out of my sight".Then the iTunes Store arrived, albums got unbundled, and everything changed.

London, United Kingdom

"I've got a baby ultrasound/ holiday photo; can you scan it in for me?""Someone's sent me a 'jpeg' file. Do you know how I can open it?""Is it really true that someone downloaded the Tommy/Pammy video to the office Mac, over the ISDN line? At hi-res 180x120px?"This was what being the 2nd ever 'new media' employee at BMG involved. Rob Wells - now Galactic Leader of Digital for Universal Music - was the 1st, and I learned a lot from his tutelage in that first year, fresh out of university. A lot about how the internet worked, the importance of good content, and a bunch of technical skills.The department was run by the lovely Bev Dean, who was a great pioneer for CRM at BMG.