Grow client value.
Lead the next stage.

Lead marketing and digital transformation across B2B and B2C audiences, connecting brand activity with commercial growth. The remit brought the website, acquisition activity, content and sales enablement into a more coherent marketing programme.

As Chief Marketing Officer, I led the client-side marketing agenda and worked with leadership, sales and external specialists. My responsibility was to connect the business priorities with the people and capabilities needed to deliver them.

Website redevelopment was part of a wider digital-ecosystem improvement. The marketing focus was the connection between attracting relevant visitors, helping them understand the offer and supporting their next step towards becoming a customer.

I led content, paid-media activity and LinkedIn thought leadership alongside agency delivery. These channels played different roles within the same programme: create relevance, build credibility and support demand generation.

The work connected customer journeys with sales enablement and clearer performance reporting. My leadership focus was to keep marketing activity tied to the business’s commercial priorities across both consumer and business audiences.

The programme’s results include 45% website-traffic growth, a 30% conversion improvement, a 25% increase in marketing ROI and 200 qualified LinkedIn leads. Together, they reflect the connection between digital experience, acquisition and commercial performance.

Protect and grow a £10M portfolio of sixteen global accounts while maintaining the quality of the client relationship and agency delivery. My role connected retention, commercial growth and the development of a fifteen-person team.

As Global Head of Client Services & Marketing, I owned senior client relationships, service quality and account growth. I brought the client’s business priorities into the agency and connected them with the expertise of specialist teams.

Account planning and quarterly business reviews created a connection between day-to-day delivery and longer-term client goals. My focus was to make the relationship commercially useful, with clear conversations about performance, priorities and future opportunities.

I led performance reporting and coordination across specialist teams, alongside recruitment, development and coaching. Effective client leadership depended on both a clear direction for the account and the people capable of carrying it forward.

I identified opportunities to deepen existing relationships and shaped pitches around client needs. The work connected the agency’s capabilities with business problems worth solving, generating more than £500K in expansion revenue.

The portfolio maintained 100% client retention across sixteen accounts. The ASICS, FatFace and Loop Earplugs cases provide examples of published agency work; their specialist execution and reported campaign results remain credited to the wider teams.

Lead client services and marketing for major UK and North American accounts during international expansion. The role combined commercial planning, senior relationships and the challenge of developing an agency offer across different markets.

As Global Head of Client Services & Marketing, I connected client priorities with the organisation’s capabilities. My focus was to strengthen partnerships, support the team’s growth and turn an inclusion-led proposition into clear, useful client programmes.

Inclusion-led marketing has to connect audience understanding with the brand’s commercial purpose. The planning challenge was to make relevance and representation meaningful parts of the campaign brief and the client relationship.

The role supported expansion into the U.S. and Canada alongside the UK business. International growth brought new relationship and delivery considerations, requiring a clear proposition and a practical understanding of different client needs.

I supported hiring and team development across client services, marketing and delivery as the business expanded. The leadership task was to connect the growth ambition with the capability and coordination required to serve clients effectively.

The role’s results include 25% annual partnership growth, a 30% improvement in brand awareness and a 35% increase in client satisfaction. The case reflects the connection between commercial planning, audience relevance and a stronger client experience.

Lead senior client services across Canada and the U.S., connecting digital strategy, creative, UX, website development and performance marketing. The responsibility was to grow client value while keeping a multidisciplinary agency offer coherent.

As VP of Client Services, I owned executive client relationships and led account planning across the portfolio. My role was to translate business challenges into a clear direction for the agency and a useful programme for the client.

Digital projects work best when the customer journey joins up across channels. I brought the client perspective into discussions across strategy, design, development, content and performance, with a focus on delivery quality and commercial relevance.

My remit included hiring, interviewing and onboarding across specialist disciplines. Bringing the right capabilities together was part of the client-services role, ensuring that the agency could support both current work and the next stage of a relationship.

I supported new-business and proposal strategy by connecting client challenges with the agency’s capabilities. Account growth came from understanding where additional digital work could provide value and developing a clear commercial response.

The role’s results include 25% annual account-portfolio growth, a 40% improvement in client satisfaction and 20% revenue growth. The case combines senior relationship ownership, multidisciplinary team leadership and commercial development.

Lead a national brand portfolio across Toronto and Montreal, with a thirty-person multidisciplinary team and a $30M budget. The remit connected brand priorities, marketing investment, specialist capabilities and senior stakeholder expectations.

As Managing Director, I led the team and client relationship across strategy, digital, CRM, ecommerce, content and operations. My responsibility was to give the organisation a shared direction while supporting the different needs of its brands.

A multi-brand business needs both coordination and a distinct point of view for each brand. The leadership task was to align investment and team priorities while keeping the audience, proposition and commercial context of each brand visible.

I led marketing operations and more structured planning and reporting across the portfolio. The focus was the connection between brand communication, digital experiences, CRM and commerce, so specialist activity supported a coherent marketing direction.

My remit included recruitment, onboarding, development and mentoring across the thirty-person team. Building capability was central to delivery: the organisation needed the right mix of skills and clear leadership across its marketing and operational disciplines.

The role’s outcomes include 15% national sales growth and 20% revenue growth in the first year. The case demonstrates leadership at the intersection of brand portfolios, people, investment and coordinated commercial delivery.

Improve how customer relationships were tracked and managed across the lifecycle. The opportunity was to connect customer information and individual interactions within a more coherent journey, giving the relationship a clearer view beyond a single campaign.

I recommended a CRM approach and connected the customer-management need to a commercial agency engagement. My role was to recognise the opportunity, make its relevance clear and develop the client relationship around it.

CRM gives marketing a view beyond a single campaign or purchase moment. The strategic focus was continuity: how the business understands a customer, recognises their stage in the relationship and makes its next communication relevant.

Better relationship tracking creates a foundation for more useful communication and customer understanding. The recommendation connected a practical operational need with the longer-term marketing value of a more coherent customer lifecycle.

The recommendation secured CA$500K in ongoing agency business. The commercial result came from connecting the customer-lifecycle challenge with a relevant CRM recommendation and developing a continuing relationship around that opportunity.

The opportunity connected a customer-management problem with a reason to deepen the agency relationship. My contribution was to understand the underlying need, make the CRM recommendation relevant and develop ongoing business around a clear area of client value.

Introduce Hydra-Total 5 through a campaign developed specifically for Canada. The marketing task was to make a new skincare ritual understandable, relevant to different skin needs and visible across the channels consumers encountered.

I created the social media strategy and shaped the content and creative direction around a practical question for customers. Which skincare routine is right for me? That gave the brand a useful way to talk about its products on social.

The launch featured Freida Pinto and national television spots in English and French, supported by magazine and newspaper advertising. The creative introduced the product range while giving the Canadian campaign a recognisable face and message.

A five-question skin-diagnostic quiz helped visitors identify which Hydra-Total 5 line suited their skin type. That created a useful bridge between product awareness and the practical question of which routine was relevant to the individual.

PR and influencer activity supported the launch, alongside content partnerships with The Coveteur and Entertainment Tonight Canada. These elements extended the campaign into editorial and beauty contexts where audiences could explore the proposition in more depth.

The campaign connected reach with product understanding. Its strength as a marketing programme was the relationship between the advertising, the skincare message and a digital experience that helped women navigate the range.

Support membership acquisition during the off-season while redeveloping the website. The marketing challenge was to connect interest in the YMCA with the practical information people needed to explore local services and consider membership.

I led the client engagement across website redevelopment and membership activation, connecting the commercial objective with the agency’s digital delivery. My focus was to bring the acquisition goal and the visitor experience into one coherent brief.

The experience connected responsive website design with location-based service discovery. For a prospective member, finding something relevant nearby is an important step between broad awareness of the organisation and a personal reason to take part.

The programme linked the website with off-season membership activity. The marketing task was to make the next step feel clear and relevant, helping people connect the available services with their own routines, interests and needs.

Website redevelopment and membership acquisition were parts of the same engagement. That relationship matters because acquisition activity needs somewhere useful to send people, and the digital experience needs a clear understanding of the audience it is serving.

The acquisition objective and customer journey belonged together: help people discover something relevant nearby and understand their next step towards membership. I led the relationship across website redevelopment and activation, connecting the commercial need with the digital experience.

Turn support for people affected by cancer into a simple, visible act of participation. The marketing opportunity was to give people a way to show solidarity, involve their own networks and support cancer research.

I led the client engagement around a digital fundraising campaign built in three months. My role connected the campaign ambition with the agency’s digital and creative capabilities, keeping the participation idea central to the programme.

People could take a real no-hair selfie or use a mobile app for a virtual shave. The mechanic made an emotionally significant symbol accessible to a much wider group of supporters and gave them something personal to share.

The programme connected the campaign website, app-led participation, an online gallery and fundraising activity. Each element supported the same journey: take part, make support visible and invite others into the campaign.

The selfie was both the action and the communication. Sharing a recognisable personal image connected the individual’s gesture with a wider movement, giving social activity a clear role within the fundraising idea.

The campaign connected an accessible digital mechanic with a meaningful cause. A personal act became a shareable expression of support, with the website and mobile experience giving people practical ways to participate, involve their communities and contribute to fundraising.

We gave people a reason to engage with Scotiabank before asking for their details. The campaign used practical questions and advice to help people prepare for hurricane season, while giving the bank a relevant way to start a conversation.

I led the client engagement around the digital campaign, connecting the awareness and lead-generation objectives with the agency’s creative, mobile and media thinking. The focus was a coherent programme built around useful audience engagement.

The campaign used hurricane preparedness as its subject. That gave the communication a practical purpose: help people consider their readiness while creating a relevant connection between the audience and the brand.

Interactive readiness questions and practical information formed the online engagement. The experience connected the campaign message with something people could do, helping move the communication from a general awareness message into an active interaction.

In a preparedness context, usefulness and tone matter. The marketing rationale was to earn attention through relevant information, with the audience’s situation providing the reason for the brand to engage.

The programme connected education, awareness and lead generation within one digital campaign. Its marketing rationale was usefulness: begin with a real audience concern and give the brand a relevant role through practical information and active engagement.

Bring Discover your Soupernality into everyday consumer moments through an integrated campaign. The scope connected website redevelopment, digital strategy, creative content, mobile and media with out-of-home, events and in-store activation.

I led the Campbell’s client engagement, bringing strategy, creative and delivery teams together across the programme. My focus was to keep the campaign idea, channel roles and digital experience connected to the same brand objective.

Out-of-home activity brought the campaign into physical environments. Its role within the wider programme was to extend the brand idea beyond the screen and connect everyday visibility with the campaign’s digital presence.

Events and in-store activity gave consumers opportunities to encounter and participate in the campaign. These touchpoints also directed people towards the website, connecting a physical brand interaction with a continuing digital experience.

The website and mobile experience were supported by campaign content and social activity. The aim was a recognisable idea across channels, with each touchpoint playing a useful role in how people discovered and engaged with the brand.

Brand activity and digital experience worked around the same campaign idea. My role was to lead the relationship and connect the agency contribution across channels, with physical activity creating routes into the online experience and digital content sustaining the engagement.

Make a heritage luxury brand relevant to people with multiple interests and ambitions. One Life / Live Them connected Rémy Martin with a contemporary idea of identity: people are defined by more than one role, skill or passion.

I won a £2.5M digital-activation account, leading the client relationship and connecting the brand’s ambition with the agency’s capabilities. My focus was to turn a clear understanding of the opportunity into a commercially useful programme.

The platform celebrated people who want to explore different sides of themselves. That gave the brand a broader cultural territory, connecting its story with how its audience wanted to live and express their interests.

A sixty-second film featuring Jeremy Renner brought the idea to life through his varied pursuits. The campaign connected the central brand platform with video and digital content, creating different ways for audiences to encounter the same story.

La Maison Rémy Martin private members’ club activity across London, Paris, Moscow and Miami extended the brand into live experiences. The marketing connection was between the campaign’s celebration of multiple passions and an environment people could experience in person.

The programme connected premium positioning, brand storytelling, digital activation and live experience. My commercial and client-leadership contribution brought the opportunity and agency capabilities together around a coherent expression of the brand’s celebration of multiple passions.

As Business Client Director, I led senior client relationships across media, digital strategy and creative delivery. The role sat between the client’s business priorities and the agency capabilities needed to turn those priorities into useful work.

My focus was to build trust, understand the opportunity within a relationship and connect it with a clear agency response. That meant keeping the commercial context and the purpose of the work visible throughout the engagement.

The network brought together specialist perspectives across strategy, creative and media. The client-leadership task was to make those capabilities work coherently around a brief, with the relationship providing continuity across different disciplines.

My remit included involvement in interviewing, team planning and talent decisions across account leadership and integrated delivery. The quality of the client experience depended on both the direction of the work and the people supporting it.

In 2015, Mullen and Lowe and Partners combined to form Mullen Lowe Group, joining U.S. capabilities with an international network. This is the organisational background to the case; the linked coverage describes that network development.

Senior relationships, commercial development and integrated delivery were connected responsibilities. The experience developed my ability to represent client priorities within an agency network and bring different specialist capabilities together around the purpose of the work.

Re:signal’s published brief was to improve organic visibility, traffic and revenue across ASICS’ European websites, connecting search demand with meaningful ecommerce growth.

The programme combined technical SEO with a content strategy across fourteen countries and ten languages, covering product pages, category pages and advice content.

The published approach connected technical deployment work with optimisation of existing pages, new advice hubs and stronger internal links between relevant content and shopping journeys.

Product, category and advice content served different needs: understanding running, comparing options and finding suitable products. Search strategy connected those moments within a wider ecommerce journey.

I was Global Head of Client Services & Marketing at Re:signal from 2021 to 2024. My remit covered senior client relationships, account growth, delivery coordination and team leadership; the specialist execution belongs to the agency teams.

The headline figures describe the full partnership: twenty-fold organic-revenue growth and 438% reported ROI. They cover a wider period than my tenure and are presented as published agency results.

Grow organic visitors and revenue within the women’s jeans category. A defined category tied the content strategy to a specific area of shopper demand and commercial value.

Re:signal’s published approach used category keyword research and audience intent to identify relevant opportunities, then connected that understanding with useful on-page content and metadata.

Category improvements were supported by internal links and editorial content, including denim fit guidance and the history of dungarees. These helped shoppers explore products and answer practical questions.

My role at Re:signal was Global Head of Client Services & Marketing, 2021–2024. I led senior relationships, commercial growth and delivery coordination across the portfolio; the published FatFace execution and results are team achievements.

The case connects content usefulness with ecommerce performance. Its reported results include 96% organic-revenue growth, 29% organic-traffic growth and a 90% improvement in ecommerce conversion rate.

A tightly defined category gives strategy a clear commercial focus. The published case shows how search insight, product information and supporting editorial can work together around a specific customer need.

Support a growing direct-to-consumer brand by reaching more relevant search audiences. The published brief included people looking for information and products related to noise sensitivity.

Re:signal’s programme began with technical review, performance analysis and content-gap research, connecting the scale-up ambition with specific opportunities across the website.

The published work included canonical-tag improvements, stronger internal links, updated content and new topic opportunities, supporting visibility across awareness, consideration and conversion searches.

I was Global Head of Client Services & Marketing at Re:signal from 2021 to 2024. My role covered senior client relationships, commercial growth and coordinated delivery; specialist SEO work and published results remain credited to the wider team.

The agency reported 990% organic-revenue growth, 340% organic-traffic growth and organic search contributing 28.63% of revenue. These published outcomes reflect the work of the wider specialist team.

The case connects audience relevance with the performance of an ecommerce channel. Its value is the relationship between a clearer understanding of search demand, a stronger website foundation and commercially relevant content.

Make the value of heart research feel personal and immediate. The marketing task was to connect scientific progress with the people whose lives it changes, giving existing and potential supporters a clear reason to care.

I created the social media strategy and shaped the content and creative direction for the Thank You campaign. On social, we let the hearts thank supporters directly, so people could feel what their support for heart research had made possible.

Animated hearts expressed gratitude for the research that helped keep them beating. By giving the hearts a voice, the campaign made an abstract subject human and created a distinctive way to communicate the impact of support.

The film connected individual experiences with the wider role of BHF-funded research. Its emotional strength came from connecting scientific progress with what continued life means to the people affected and those close to them.

Thank You recognised the contribution of supporters while reinforcing the continuing need for research. The idea connected appreciation for what had already been made possible with a reason to keep the relationship going.

The campaign connected the charity’s purpose with an emotional story and a reason to keep supporting research. I led the client engagement within the agency team, with the film’s craft delivered by its creative and production specialists.

Create a Ramadan idea that connected food-waste awareness with a practical way to support people in need. The opportunity was to make the message tangible within the product and the customer’s ordering experience.

I created the social media strategy and shaped the content and creative direction for the ¾ Pizza Box campaign. The box itself told the story. Creator unboxings showed why a quarter was missing and how ordering a pizza during Ramadan could support Red Crescent.

A quarter of the pizza and its box was removed to make the waste-reduction message visible. The packaging became part of the communication, giving the audience a distinctive idea they could immediately understand.

The Ramadan offer allocated 25% of the order price to Red Crescent. That connected the brand’s message with an action customers could take through an ordinary purchase, making the charitable element part of the offer itself.

Published coverage describes food creators sharing unboxing and tasting content, alongside online ordering. The physical product therefore supplied material for digital conversation and a route back to the purchase experience.

The product, packaging, charitable contribution and digital story carried the same campaign purpose. That coherence made the idea easy to understand and gave customer participation a direct connection with both the commercial offer and its social message.

Show the usefulness of Google Photos through a human story. The marketing task was to make image search and organisation meaningful by connecting the product with something people already value: their memories and relationships.

I led the client engagement around the brand-film work, connecting the product story with the agency’s creative and delivery contribution. The focus was to keep the human experience and the product’s role working together within the communication.

Amit was preparing to regain his sight after almost fifteen years. Google Photos helped him revisit memories he had been part of but had not been able to see, giving the product a relevant role within his personal journey.

The story demonstrated image search and organisation through their effect on a person’s experience. The technology supported the narrative, allowing its value to emerge through a specific personal use of the product.

Family memories supplied a shared point of connection for the audience. The communication linked a specific individual’s experience with a broader human desire to find, understand and revisit meaningful moments.

The communication began with a human need and showed why the product mattered within it. My role connected the client relationship, campaign purpose and agency delivery around a story in which the product’s usefulness was inseparable from the emotional experience.

Build a relevant expression of men’s skincare around the Be Both platform. The communication explored different sides of masculinity, connecting grooming with a more rounded understanding of how men see and present themselves.

I led the client engagement around the brand campaign, connecting the skincare proposition with the agency’s creative and digital contribution. My focus was the relationship between the ambassador, the brand idea and a coherent audience message.

David Beckham gave the campaign a recognisable figure with multiple public identities. His presence connected the platform with a familiar example of someone who could embody apparently contrasting qualities without being defined by only one.

Contrasting portraits brought the Be Both idea to life alongside the Biotherm Homme range. The creative used those contrasts to connect the brand with confidence and individuality, giving the product story a broader emotional context.

The approach connected the campaign with the brand’s digital expression. The marketing task was consistency: the ambassador, creative idea and skincare message needed to remain recognisable across the audience’s encounters with the work.

Brand positioning, ambassador strategy and digital expression worked around a shared idea. My contribution was client and campaign leadership, connecting the agency work with a clear relationship between the skincare proposition, the personality and the audience.