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30 case studies
TOMWDIXON.CO.UK
2026
AIBuilding This Site With an AI Delivery Team
Situation
A hand-built portfolio site could only tell people how I approach product ownership. I wanted the site itself to show it, by running as a real product with its own backlog, prioritisation, and release process.
Task
Stand up a genuine product delivery operating model, backlog, prioritisation, specialist roles, and a release gate, using a multi-agent AI delivery team, and run the site through it.
Actions
Built a RICE-based prioritisation framework in Jira Product Discovery feeding a Jira execution board. Structured a multi-agent Claude Code team with named specialist remits, frontend, backend, QA, UX, copywriting, legal, GDPR, SEO, and analytics. Enforced a uat-before-production release gate for every change.
Result
The site now runs on the same operating discipline, backlog, RICE scoring, specialist roles, and a release gate, that the case studies elsewhere on the site describe in employer settings.
Key outcome
→ Multi-agent delivery team, RICE-scored backlog, UAT gate enforced on every release.
FORTESCUE
2025-26
DeliveryRebuilding a Global Delivery Model
Situation
Joined as Global Digital Product Lead to find a fragmented delivery environment across Web, Content Hub DAM, and EDM platforms, with an unranked backlog, a large unresolved DevOps inbox, and an inherited agency overspend that had gone undetected.
Task
Rebuild the operating model, resolve the overspend, and secure additional backend capacity within six weeks, before touching the roadmap itself.
Actions
Built a Value Type taxonomy and used it to cut the backlog by 77%. Cleared the DevOps inbox to a working queue. Moved the team from Sprint to Kanban, to enable better flexibility due to fast changing business priorities, and connected Monday.com to Azure DevOps. Identified and resolved the agency overspend, then secured additional backend capacity within six weeks. Covered delivery coordination personally for two months after the agency went through redundancies over Christmas.
Result
Backlog reduced by 77%. Overspend resolved and backend capacity increased within six weeks. Releases restored within two weeks of the Christmas coordination gap.
Key outcome
→ 77% backlog reduction. Backend capacity secured within 6 weeks.
FORTESCUE
2025-26
DeliveryA Salesforce Delivery in 15 Days
Situation
A business request arrived for a new email capture component feeding data into Salesforce Data Cloud ahead of a fixed event deadline. The ask involved three organisations and multiple internal stakeholders including Legal, across UK, Australian, and other time zones.
Task
Deliver a compliant, technically sound solution across multiple vendors and regions in 15 working days with no room for delay.
Actions
Clarified the brief, obtained legal sign-off, and coordinated the design, build, and testing of a new Data Cloud endpoint. Oversaw deployment of the component across regions, managed dependencies across three organisations simultaneously, and flagged risks proactively throughout.
Result
Component delivered within the 15-day deadline. A retrospective was established post-delivery to improve the process for future rapid requests.
Key outcome
→ Delivered to spec within 15 working days.
FORTESCUE
2025-26
GovernanceEstablishing a governance framework for lead technology agency management
Situation
The lead technology agency relationship had just completed a project engagement and was moving into BAU, with no ongoing governance processes in place for that next phase.
Task
Establish a structured agency management framework, one that gave the business full visibility of spend, resource, and delivery performance going forward, drawing on my own experience of agency management to build it from scratch.
Actions
Set up a fortnightly budget reconciliation cadence so spend against plan was checked on a fixed schedule as standard process. Evaluated the agency’s resource model against delivery needs and made the case for additional capacity. Produced a structured performance evaluation covering delivery, not just cost.
Result
Financial and delivery visibility moved from informal to fully governed, with fortnightly reconciliation embedded as standard practice, and the resource model restructured to match actual delivery demand.
Key outcome
→ Fortnightly budget reconciliation embedded as standard practice.
FORTESCUE
2025-26
GovernanceEvaluating and proposing a federated development model
Situation
The platform relied on a single lead technology agency for all development work. That created a straightforward dependency risk, if anything went wrong with that one relationship, there was no alternative in place. It also limited competitive tension on pricing, since there was nothing to compare rates and terms against, and it reduced the pool of expertise available to whatever one agency could offer.
Task
Evaluate the existing single-agency model properly and assess, on the evidence, whether a federated development approach involving more than one agency would serve the business better over the long term. This meant taking a genuinely comparative view, rather than starting from an assumption about which model was better, and it drew directly on my own experience managing agency relationships elsewhere on the platform.
Actions
I reviewed the existing agency contracts, scopes of work, and performance data to understand what the current model actually delivered, not just what it was meant to deliver on paper. I mapped the risks and benefits of staying with a single agency against those of moving to a federated model, working through where each approach would help and where it would introduce new complexity. From that, I produced a structured recommendation setting out three options, each with its own rationale and proposed next steps, so senior leadership had a clear basis for a decision rather than a single opinion presented as the only answer.
Result
The recommendation gave senior leadership a clear, evidence-based basis for deciding the future agency model. Of the three options set out, the federated model was identified as the preferred long-term direction.
Key outcome
→ Strategic agency recommendation delivered to senior leadership. Federated development framework defined as the preferred option.
FORTESCUE
2025-26
DeliveryRestoring platform release cadence after agency redundancies
Situation
Over the Christmas period, the agency went through redundancies and delivery coordination wasn't handed over. No replacement resource was in place. The platform had live release dependencies and active work in flight, with no one coordinating delivery across the agency and internal teams.
Task
Keep the platform stable and restore release cadence without dedicated agency coordination in place, covering all coordination and delivery responsibilities until the business could act.
Actions
Stepped in to cover full Scrum Master duties as well as maintaining my Product Lead responsibilities, across sprint ceremonies, backlog prioritisation, and release coordination. Maintained direct communication with all stakeholders throughout the period. Audited in-flight work and re-sequenced priorities to protect the most business-critical items. Documented processes and created handover materials to support the transition when a replacement was eventually assigned.
Result
Releases restored within two weeks with no service disruption. Process documentation created during the cover period improved overall delivery processes and reduced the risk of a similar situation recurring.
Key outcome
→ Releases restored within 2 weeks. Zero service disruption.
FORTESCUE
2025-26
PlatformBuilding a documentation and knowledge governance framework
Situation
The digital product team had no central documentation repository. Processes, decisions, and technical information were scattered across email threads, individual drives, and the agency's own systems. There was no single place to go for anything, whether that was a new starter looking for a process document or an existing team member trying to confirm a decision made months earlier. That created risk in itself and slowed onboarding for anyone joining the team or the agency.
Task
Establish a structured documentation framework that could act as the reliable reference point for the product team, internal stakeholders, and the agency, rather than another set of files that would scatter again within a few months.
Actions
I started with an audit of existing documentation across the team and the agency, to understand what actually existed and where it lived before designing anything new. From that, I designed a new SharePoint structure with a clear taxonomy, defined ownership for each section, and a review cadence to keep it current. I migrated the key process and technical documents that mattered into the new structure, rather than trying to move everything at once. I created templates for the processes that came up repeatedly, and introduced a governance model specifically to stop the structure degrading back into the scattered state it started in.
Result
The centralised documentation hub became standard practice for the team and the agency. Onboarding for new team members and new agency resources became significantly faster, since there was finally one place to point people to. Dependency on individuals holding knowledge only in their own systems was reduced. This foundation also enabled a full rewrite of the website’s copy and information architecture, carried out in collaboration with the wider business.
Key outcome
→ Documentation scattered across individual drives, email threads, and agency systems consolidated into a single SharePoint. That foundation enabled a full website copy and IA rewrite in collaboration with the wider business.
FORTESCUE
2025-26
PlatformConnecting roadmap to delivery: a single source of truth across Monday.com and Azure DevOps
Situation
The product roadmap lived in Monday.com. Engineering delivery tasks lived in Azure DevOps. The two systems had no connection between them, which meant the roadmap was always a step behind what engineering was actually doing. Status reporting needed manual reconciliation, and stakeholders had no reliable single view of where things stood, since the answer depended on which system you checked and how recently it had been updated.
Task
Create a single source of truth that connected business-facing roadmap planning directly to engineering delivery, without adding extra process overhead for either the product side or the engineering side of the work.
Actions
I started by mapping the relationship between roadmap items in Monday.com and work items in Azure DevOps, to understand exactly where the gaps and mismatches were. I introduced a consistent naming and tagging convention across both systems, so items could be cross-referenced reliably rather than matched up by guesswork. I configured Monday.com to reflect status directly from Azure DevOps, and established a weekly sync between the two to keep them aligned on an ongoing basis. Once the structure was in place, I trained the team and the agency on the new approach, since the convention only works if everyone uses it consistently.
Result
Stakeholders had a live view of delivery progress against the roadmap for the first time, rather than two systems telling two different stories. Confidence in planning accuracy improved, reporting time fell significantly because manual reconciliation was no longer needed, and sprint reviews became more productive as a result.
Key outcome
→ Monday.com and Azure DevOps integrated as a single, live planning view.
FORTESCUE
2025-26
AnalyticsMoving GA4 tagging onto GTM, live and documented
Situation
GA4 had been hardcoded onto the Fortescue site with no documentation of what was tracked, and every tagging change required a developer.
Task
Move GA4 tagging onto Google Tag Manager, with a full site audit, cookie log, and Legal compliance checks, so tagging changes no longer required a developer.
Actions
Ran a full site audit and built a cookie log to document what was currently tracked. Worked with Dev to transition to a GTM-based model and migrated tags across. Took the cookie log and compliance position through Legal review.
Result
GA4 tagging now runs through GTM with full documentation and Legal sign-off, and tag changes no longer require a developer.
Key outcome
→ Tag changes no longer require a developer. Full cookie log and Legal sign-off in place.
FORTESCUE
2025-26
DeliveryFortescue Careers: Launching a New Hiring Platform
Situation
Fortescue needed a new careers site at careers.fortescue.com, connected to the SuccessFactors system the careers team already used, without breaking existing links into the old careers content.
Task
Launch a working MVP with a live SuccessFactors job feed and clean redirects, then build a prioritised roadmap of further features with the careers team.
Actions
Mapped existing careers URLs and built the redirect structure. Connected the site to SuccessFactors so vacancies populated automatically. Ran workshops with the careers team once the MVP was live to prioritise a post-launch feature roadmap.
Result
careers.fortescue.com launched with a live job feed and working redirects, plus an agreed roadmap of prioritised improvements for the next phase.
Key outcome
→ Live SuccessFactors integration, redirects preserved, roadmap agreed with the careers team.
HONDA
2023-25
DeliveryAgile transformation across 18 European markets
Situation
Ideas for improving Honda's European digital platform were coming in from markets, agencies, and internal teams faster than anyone could weigh them against each other, with no consistent way to prioritise them and no clear connection between an agreed idea and its actual delivery.
Task
Give the platform a structured way to prioritise incoming ideas based on the value they'd deliver to users and internal teams, and connect that prioritisation directly to delivery.
Actions
Introduced Jira Product Discovery as a single intake and scoring point for ideas from across 18 markets and three product divisions. Connected prioritised ideas to Advanced Roadmaps so there was a visible, traceable line from an agreed idea through to delivery.
Result
Ideas across 18 markets and three product divisions are now prioritised on a consistent basis, with visible traceability from an agreed idea through to delivery.
Key outcome
→ 18 markets and 3 product divisions running one consistent idea-prioritisation model, connected to visible delivery tracking.
HONDA
2023-25
PlatformHelp Me Choose: guiding Honda customers to the right vehicle
Situation
Honda's model range gave customers a lot of choice, and a lot of them were struggling to work out which vehicle actually suited them. Honda already had a guided discovery tool for this, Help Me Choose, but it hadn't kept pace with the business. The EV range was growing and customer needs were shifting, and the existing tool needed more than a light refresh to reflect either.
Task
Lead the research, redesign, and enhancement of Help Me Choose, with two things built into the brief from the start, EV vehicles needed to be properly represented, and any redesign decisions had to be grounded in evidence rather than opinion, drawing on both qualitative customer insight and quantitative data.
Actions
I ran a research phase that combined the two, talking to customers directly to understand where the existing tool was failing them, and pulling quantitative data to see where people were dropping out or getting stuck. That combined picture shaped the redesign, with a specific focus on making EV options easier to find and compare rather than treating them as an afterthought bolted onto a tool built for combustion vehicles. I worked with the development team to get the enhanced version built and live, and pushed for it to cover all of Honda's high-value buying areas rather than launching in a single pilot market.
Result
The enhanced tool launched across every high-value buying area we'd targeted. Customer journey metrics improved and engagement with EV model pages increased. It's live at honda.co.uk/cars/help-me-choose.html.
Key outcome
→ Enhanced tool live across all high-value Honda buying areas.
HONDA
2023-25
PlatformEU Accessibility Act compliance across 18 markets
Situation
The EU Accessibility Act was coming and it applied directly to Honda's European digital platform. This wasn't optional. It was a legal requirement across all 18 markets, and the tooling in place hadn't been built for the kind of systematic accessibility testing needed to prove and maintain compliance at that scale.
Task
The task was to procure and implement a new Digital Experience Platform and a Digital Quality Management tool that would give us that capability, on a timeline set by regulation rather than internal planning. There wasn't room to slip the deadline because a supplier deal took longer than expected.
Actions
I led the full procurement process end to end. That meant evaluating vendors against what the platform actually needed, taking the chosen approach through legal review, running the GDPR assessment any new tool touching the platform required, and getting security sign-off before anything went live. None of that could happen in isolation from the day job. I managed implementation alongside live platform delivery, across all 18 markets, without pausing business-as-usual work to make room for it.
Result
Honda's European platform met EU Accessibility Act requirements, and the new tooling is now embedded as standard practice across all 18 markets, not just the markets most exposed to the immediate deadline. The accessibility statement is live at honda.co.uk/useful-links/accessibility-statement.html.
Key outcome
→ EU Accessibility Act compliance achieved across 18 markets.
HONDA
2023-25
DeliveryBuilding and developing a high-performance European digital platform team
Situation
I joined Honda as European Digital Platform Section Manager with two direct reports, a Delivery Manager and a Digital Specialist, both working inside a complex multi-agency environment spanning 18 markets. Neither had a clear development framework or a habit of structured feedback, and the line between what they owned and what sat with the agency team hadn’t been properly defined.
Task
My job was to build a team with clear roles, individual development plans, and enough confidence to operate independently across that environment, rather than escalating every decision to me.
Actions
I put regular 1-2-1s in place for both reports, with structured feedback rather than ad hoc catch-ups. I defined role boundaries and decision-making authority for each of them, so there was no ambiguity left about what each person owned versus what belonged to the agency. I created opportunities for each of them to lead specific workstreams, building their accountability and capability over time rather than keeping decisions with me. That mattered in particular during a major technology supplier transition, when both had to manage relationships with an outgoing and an incoming agency at the same time, and I supported them through that rather than stepping in to run it myself.
Result
By the end of the engagement, both direct reports were operating with significantly greater autonomy than when I’d started. The Delivery Manager had taken on greater strategic responsibility. The Digital Specialist had built strong technical governance ownership. Two years in, the team’s capability was noticeably stronger than it had been at the start.
Key outcome
→ Two direct reports developed over two years. Team operating independently across 18 markets.
HONDA
2023-25
CommercialReviewing and improving Honda's internal digital services procurement process
Situation
Honda's internal procurement process for digital services was causing delays and friction. Onboarding new tools and suppliers took longer than it should have, and the process itself hadn't been reviewed against how digital platform procurement actually works day to day. It was slowing down the team's ability to act on new requirements when they came up.
Task
I was asked to review the end-to-end procurement process for digital services, find the root causes of the delay, and come back with a set of prioritised improvements.
Actions
I mapped the existing procurement journey from the point a need was first identified through to contract sign-off, rather than only looking at the parts people complained about most. I engaged stakeholders across Legal, InfoSec, Finance, and Procurement to understand where the friction actually sat and what was driving it, since the friction looked different depending on which function you asked. That gave me a structured analysis with prioritised recommendations, which I presented to senior stakeholders before working with the procurement function to implement the key ones. The work fed directly into how later tool procurements were run, including AB Tasty and Crownpeak.
Result
The process improvements were adopted for FY25/26, and procurement lead times for digital services came down. The analysis itself became a reusable framework for procurement work elsewhere on the platform, rather than a one-off fix for a single process.
Key outcome
→ Process improvements adopted for FY25/26. Digital procurement lead times reduced.
HONDA
2023-25
CommercialHonda Budget: Closing at 0.02% Variance
Situation
Took full ownership of the centralised European digital platform budget for 18 markets across Automobiles, Motorcycles and Power. It covered lead technology and digital platform costs, with no unified governance and no consistent forecasting cadence.
Task
Bring financial rigour to a complex, centralised, multi-agency budget serving 18 markets without slowing down delivery.
Actions
Built a new forecasting model, centralised documentation that had been scattered across markets and agencies, and established a regular budget governance cadence. Monitored spend continuously throughout FY24/25 and intervened early wherever a variance emerged.
Result
FY24/25 closed at 0.02% variance against a multi-million-pound plan. The governance model was adopted as standard practice for the platform going forward.
Key outcome
→ 0.02% variance against plan, FY24/25.
HONDA
2023-25
AnalyticsHonda Analytics: One Data Lake, 19 Dashboards Across Europe
Situation
Honda's European operation held sales data and website analytics data in separate systems, market by market, with no single reliable source either regional teams or central leadership could report from.
Task
Consolidate sales and web analytics data from 18 markets into one trusted source and give both regional and central stakeholders a shared, reliable view of performance.
Actions
Led the project end to end, directing the lead technology agency and internal analytics experts who carried out the technical build. Consolidated sales and website analytics data from all 18 markets into a single BigQuery data lake, then built Looker dashboards on top, one bespoke reporting suite per market plus a central European view.
Result
Nineteen dashboards and reporting suites live, covering 18 markets plus a central European view, giving regional and European stakeholders visibility they did not have before.
Key outcome
→ 19 dashboards and reporting suites across 18 markets.
HONDA
2023-25
AnalyticsImplementing Google Consent Mode V2 across European analytics
Situation
Google's Consent Mode V2 requirement, driven by GDPR and ePrivacy obligations across the EEA, needed to be implemented across Honda's European analytics infrastructure.
Task
Implement Consent Mode V2 across all European markets, working with Legal and Privacy, and verify compliance through a stringent testing process.
Actions
Confirmed the compliance approach with Legal and Privacy. Led implementation of Consent Mode V2 across the European analytics infrastructure. Ran a stringent testing process to verify consent signals were respected correctly before rollout.
Result
European analytics infrastructure met Consent Mode V2 requirements ahead of the regulatory deadline, verified through rigorous testing.
Key outcome
→ Consent Mode V2 implemented across European analytics infrastructure ahead of the regulatory deadline.
HONDA
2023-25
DeliveryHonda Supplier Transition: Zero Downtime
Situation
A long-standing lead technology agency relationship for Honda's live European digital platform was ending, and following a robust selection process, a new supplier was appointed to take over delivery across 18 markets with no tolerance for service disruption.
Task
Act as the operational lead for the transition, keeping the platform running exactly as before across all 18 markets while delivery capability changed hands.
Actions
Ran the transition in phases rather than a single cutover. Surfaced the outgoing agency's undocumented knowledge before handover. Acted as the single point of contact for both agencies and internal teams, led the transition workshops, and put new governance frameworks in place with the incoming agency from day one.
Result
The transition completed with no days of service disruption. The incoming agency operated with clear governance in place from early in the relationship, and releases stayed on schedule throughout.
Key outcome
→ Zero service disruption across 18 markets during transition.
HONDA
2022-23
GovernanceEuropean digital platform guidelines across 18 markets
Situation
Honda's European digital platform ran across 18 markets, but there was no single source of truth for how the platform was governed, who was responsible for what, or how to get access to the systems that ran it. Markets and agencies were each interpreting process their own way, and the gap became acute during the transition to a new lead technology agency, when a steady stream of market requests for system access had no consistent answer.
Task
Create a unified set of digital platform guidelines that could act as the single reference point across all 18 European markets and the incoming agency, covering platform process, governance structure, responsibilities, and system access.
Actions
Audited existing practice across the markets and the agency, then ran pre-rollout Microsoft Forms surveys across all 18 markets alongside stakeholder interviews and workshops to build a genuine baseline. Authored a full guidelines framework covering platform process, technical standards, content governance, market onboarding, governance structure, responsibilities, and system access, and rolled it out with supporting documentation and training. Set it up as a versioned reference, releasing an updated version on every material change. Ran the same survey again post-rollout to measure whether behaviour had actually changed.
Result
I created the Honda Digital Platform Guidelines, giving 18 markets and the incoming agency one governance and documentation reference. The pre- and post-rollout survey comparison showed measurable improvement in how consistently markets followed platform process. Onboarding time came down and compliance increased across all 18 markets, and time previously spent on repeated access and process questions was freed up for platform improvement work.
Key outcome
→ Reduced onboarding time and increased platform compliance across 18 markets, measured through pre- and post-rollout surveys. Single governance and guidelines reference adopted across all 18 markets and the incoming agency.
ABBOTT
2022-23
CommercialJoined-up CRM for Type 2 diabetes patients
Situation
Abbott Diabetes Care had no structured customer journey for Type 2 patients across UK and Ireland. A new initiative was being established in partnership with a third-party coaching organisation, requiring two separate systems and processes to be mapped together.
Task
Design and deliver a joined-up customer journey connecting Abbott's CRM platform (Selligent) with the coaching partner's processes.
Actions
Mapped the existing processes across both organisations and identified where the customer journey broke down. Worked with internal teams, the coaching partner, and the CRM platform to redesign the journey end to end.
Result
A coherent joined-up customer journey launched across UK and Ireland. Subscription performance improved by 27%.
Key outcome
→ Subscription performance improved by 27%.
3M
2021-22
MarTechWebinar process design and stakeholder onboarding across EMEA
Situation
3M's EMEA Healthcare Business Group was running webinars manually across multiple business units with no consistent process, no SLA framework, and significant time being lost to repeated setup and coordination work.
Task
Design and implement a scalable webinar workflow and onboard over 100 stakeholders across multiple countries within 40 days.
Actions
Mapped the existing webinar process and identified inefficiencies. Designed a new SLA-driven workflow with clear ownership and standardised processes. Created training materials and delivered onboarding sessions across regional teams.
Result
New workflow adopted as standard across all EMEA healthcare webinar activity. 100+ stakeholders onboarded within 40 days.
Key outcome
→ 100+ stakeholders onboarded in 40 days.
DIRECT WINES
2021
MarTechAdobe Campaign rollout and GDPR compliance
Situation
Laithwaites was migrating to Adobe Campaign as its new CRM platform. That meant reviewing customer data, journey logic and GDPR compliance across multiple brands at the same time, because the rollout ran to a shared timeline.
Task
I led the CRM data and compliance stream of that rollout, while live campaign activity kept running in the background. The business couldn’t pause its marketing while the migration happened.
Actions
I reviewed all customer data and contact processes against GDPR requirements, brand by brand, rather than assuming what worked for one brand would hold for another. I worked with the Data Protection Officer to close out the compliance gaps that review turned up before launch, rather than treating them as something to fix afterwards. Alongside that, I led the build of the customer journeys inside Adobe Campaign itself and oversaw testing and deployment through to launch.
Result
Adobe Campaign launched on time, fully GDPR compliant, with customer journeys live across every brand from day one.
Key outcome
→ GDPR-compliant launch. Dynamic customer journeys live across all brands.
DIRECT WINES
2020-21
DeliveryPeak trading campaign delivery across multiple brands
Situation
Peak trading at Laithwaites had no coordinated plan behind it. Activity across the group’s brands ran largely independently of each other, and nobody held a single view of what was happening across the 40-day trading period, whether that was CRM, digital or campaign delivery. Each team was working from its own picture rather than one shared plan.
Task
My task was to build a fully coordinated peak trading plan that worked across three brands at once: Laithwaites, Sunday Times Wine Club and BA Wine Flyer. One plan, not three running in parallel and hoping they didn’t clash.
Actions
I built a 40-day campaign roadmap mapping every touchpoint across email, digital and CRM, so for the first time there was a single plan showing what was going out, on which channel, for which brand, and when. I briefed every stakeholder against that one plan rather than letting each team work from its own version, and I held the delivery cadence throughout the 40 days rather than letting it slip once trading actually started.
Result
Peak trading delivered record results that year. The roadmap approach worked well enough that it became the standard template the business used for future peak periods, rather than a one-off fix.
Key outcome
→ Record peak trading delivered across three brands.
DIRECT WINES
2020-21
DeliveryA wine tasting video campaign that delivered 5x the sales of its control
Situation
The COVID lockdowns took every in-person wine tasting event off the calendar overnight, and with it a channel the business relied on for customer engagement and acquisition. There was no existing infrastructure for producing content like this, so this wasn’t a case of adapting something that already existed.
Task
My task was to produce a wine tasting video campaign as a new acquisition channel, proven through an A/B test against a control rather than assumed to work.
Actions
I designed the full customer journey, from the initial invitation through to follow-up after the campaign, and selected and briefed the production team. I coordinated the video production, a green screen shoot of a wine expert reviewing each of the 12 wines, and sourced and added imagery throughout to make it feel immersive. I set up QR codes on the direct mail element of the campaign giving customers access to the video via direct mail or the landing page, built the campaign plan across email, CRM and digital to drive attendance, and A/B tested the QR code and landing page against a control group rather than assuming the format would work.
Result
The A/B test comparing the QR code and landing page carrying the tasting video against a control showed the test variant delivered 5x the sales of the control. Those results were strong enough to justify continued investment, and the format carried on as a channel beyond that first campaign.
Key outcome
→ A/B test: QR code + tasting-video landing page vs control delivered 5x the sales.
DIRECT WINES
2017-21
DeliveryBuilding and leading the Marketing Operations team through growth and change
Situation
I was promoted to Senior Marketing Campaign Manager with five direct reports in the Marketing Operations team. The team was underdelivering against its timelines, processes weren’t clear, and ownership of campaign tasks was inconsistent from one project to the next.
Task
My task was to build a team capable of delivering complex, multichannel campaigns reliably.
Actions
I restructured how the team worked so there was clear ownership and accountability at every stage of campaign delivery, rather than tasks sitting in a grey area between people. I introduced a formal campaign briefing process and weekly delivery reviews, which replaced the ad-hoc escalations that had been the team’s main way of catching problems before. I also invested in the individuals on the team directly, through structured feedback, personal objectives and stretch assignments, rather than only managing campaign output.
Result
The team went on to deliver flagship campaigns consistently on time, and last-minute escalations dropped significantly. Several people on the team moved into more senior roles during this period.
Key outcome
→ Five direct reports developed. Flagship campaigns delivered on time, consistently.
DIRECT WINES
2019-20
CommercialReturning Averys Wine Merchants to profitability
Situation
Averys Wine Merchants had not made a profit for three years running. Sales were falling, digital was underperforming, and the marketing plan behind the business had drifted away from anything with real commercial teeth. It was activity without a clear thread of what any of it was meant to achieve.
Task
I took on the Head of Marketing role with one clear brief, to turn Averys around and get it back into profit inside twelve months. There was no room for a plan that took two or three years to pay off.
Actions
I put together a ten-point turnaround strategy covering pricing, the shape of the product range, and where digital investment should go. On the peak trading campaign specifically, rather than repeat what had run before, I went back into the GA data and ran customer research to understand what Averys shoppers actually responded to, then rebuilt the campaign around that instead of guesswork or last year's plan. That combination of pricing and range changes, plus a rethought peak campaign, delivered double-digit revenue growth and 150% growth in the digital channel.
Result
Averys returned to profit for the first time in three years. The repositioned peak trading campaign broke the business's previous sales records, and it worked well enough that the same approach was repeated the following year rather than replaced.
Key outcome
→ Return to profitability within the year. 150% growth in the digital channel.
DIRECT WINES
2019-20
MarTechBlack Tag: repositioning Black Friday with data and voice of customer
Situation
Black Friday had become commoditised across the market. Competitors were competing purely on discount depth, margins were under pressure, and customer response rates were flattening out year on year. Averys' own Black Friday campaign was following the same pattern, and it wasn't working. Going deeper on discount clearly wasn't the answer.
Task
My task was to reposition the peak trading promotional strategy so it could cut through a crowded market and improve commercial performance, based on data rather than instinct or habit.
Actions
I pulled the GA data from the previous year's campaign and analysed traffic, conversion and basket behaviour, then ran a voice of customer exercise to understand what actually drove people in this audience to buy. The data was clear, Averys customers responded to quality and curation, not discount. I used those findings to reposition the campaign entirely, renaming it to the Black Tag Event and building the creative, email and digital activity around the quality proposition rather than price. I then briefed the full agency and internal team against that repositioned strategy so everyone was working to the same story.
Result
The Black Tag Event broke Averys' previous Black Friday records. The following year, Laithwaites ran the same approach across its own Black Friday activity, which validated the data-led repositioning as more than a one-off result for a single brand.
Key outcome
→ Record campaign performance. The repositioned strategy was adopted across brands the following year.
DIRECT WINES
2017-19
CommercialRebuilding marketing financial forecasting from 10% variance to 1%
Situation
The Marketing Operations team was forecasting with variance of up to 10% against actuals. That level of inaccuracy created real commercial uncertainty, undermined confidence in the team’s numbers more broadly, and made it hard for finance to rely on our figures for budget governance across multiple brands.
Task
My task was to redesign the forecasting process so variance came down significantly, without adding so much overhead that it slowed campaign delivery.
Actions
I audited the existing forecasting methodology first, to understand exactly where the variance was coming from. It turned out to be a combination of poorly documented assumptions, inconsistent data sources, and no structured review cadence to catch drift as it happened. I rebuilt the forecasting model around clearer assumptions, better integration of historical data, and a more rigorous sign-off process, then introduced monthly forecast reviews with variance analysis built in, so deviations got caught early rather than compounding over the year. I trained the team on the new model and embedded it as the standard way of working.
Result
Forecast variance came down from 10% to 1%. The model became the standard approach for marketing budget planning across the brand portfolio, and it was still in use after the team structure later changed.
Key outcome
→ Forecast variance reduced from 10% to 1%.
DIRECT WINES
2015-17
MarTechDynamic email personalisation and ESP platform migration at Laithwaites
Situation
Laithwaites was running on a legacy ESP that put a hard limit on what we could do with personalisation. Most customer email was effectively one-size-fits-all. Moving to a more capable platform was necessary, but it had to happen without disrupting the live campaigns already running through the old system.
Task
My task was to lead that migration while, at the same time, designing and deploying a dynamic email personalisation programme that would improve relevance and commercial performance once the new platform was in place.
Actions
I started by mapping the existing email programme architecture and data structures, so I understood the real scope of the migration rather than guessing at it. I specified what the personalisation programme needed and worked with the technical team to build dynamic content rules against customer segments. Through the migration itself, I managed the timeline, coordinated directly with the supplier, and oversaw QA and deployment. Once the migration was done, I introduced Kanban processes to manage ongoing email production more efficiently, since the old way of working wasn’t going to scale with the new capability.
Result
Dynamic personalisation went live across the customer base, improving email relevance and engagement. The migration itself completed without any disruption to live campaigns, and the Kanban process brought turnaround times down across the team afterwards.
Key outcome
→ Dynamic personalisation deployed across the customer base. Migration completed with no disruption to campaign delivery.