A fuller picture of what I've built, changed and learned. Explore by topic — and get beyond what can fit on three CV pages.
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Developed a framework combining churn, order frequency and revenue across NHS, Consumer Health and Online Doctor services to support customer prioritisation and commercial decisions.
Framework developed; no uplift claimed.
Combined behavioural, demographic and lifestyle evidence to understand customer groups, retention, cross-sell and acquisition opportunities.
Frameworks built; commercial outcomes not yet quantified.
Connected CX survey findings to clearer delivery expectations and service commitments on the website; findings also informed a major review of the Online Doctor journey.
Website changes made; journey review underway.
Brought together satisfaction, ease of use, qualitative feedback and observed behaviour to prioritise customer and service improvements. Contact-centre insight is being brought into scope.
Measurement approach established and expanding.
Introduced a default control-cell standard for insight-generated CRM audiences, with sizes set according to audience and measurement requirements to test incrementality.
Governance standard adopted; no uplift claimed.
Expanded the insight remit into market and competitor research in response to a CEO brief, including weight-management customer barriers, proposition and acquisition opportunities.
Strategic work; not a quantified acquisition result.
Established shared KPI definitions, a customer-insight data dictionary, peer review and reproducible practices; supporting transition to Microsoft Fabric and Power BI.
Standards established; platform migration in progress.
Led an evidence-based challenge to a proposal to make cancellation harder, persuading the Managing Director to retain a simpler, transparent customer journey.
Leadership decision influenced.
Established A/B testing and journey measurement standards; shifted an external agency from six-week presentations to weekly working reviews so teams could act earlier or redirect analysis.
Working practices changed.
Built the insight function, customer segmentation and predictive-modelling capability, and created a member research panel to connect attitudes with behavioural data.
Member base grew from 600k to 1.7m during tenure; not attributed solely to insight.
Led insight and analytics across 24 European markets, coordinating teams, dashboards and models for customer, media and market performance.
24-market leadership scope.
Modelled customer-base value and product holdings to identify upsell opportunities; models were used in investor and financing documentation relating to a £9bn refinancing valuation.
Models supported documentation; not a claim of generating £9bn.
Built a Power BI reporting ecosystem replacing fragmented Excel reporting; worked across Finance, Coaching and Operations on service-demand forecasts.
Reporting ecosystem built.
Led customer and marketing analytics, linking acquisition, retention and campaign performance with experimentation, effectiveness and senior marketing decisions.
Analytics leadership and frameworks delivered.
Built an insight capability, bringing social intelligence, audience segmentation and effectiveness evidence into work for brands including Sainsbury’s, BT and Mars.
Function and frameworks built.
Recruited eight people and led a hybrid team of 21 across advanced analytics, digital reporting and social intelligence.
Team scope: 21.
Led reporting across vendors and partners for Ford of Europe’s Netherlands direct-to-consumer pilot.
Reporting leadership; pilot outcomes not stated.