Head of Enterprise Data and Performance

• Jun 2022 - Present

Enterprise Data Manager

• May 2021 - Present

I head up the Enterprise Data Team and I am responsible for developing an enterprise-wide data strategy that encompasses data governance, data quality, reporting/analytics and data design. I am also responsible for:• Providing accurate, credible and timely data and reporting in a simple, visual, user-friendly format• Acting as an ambassador for data and championing the value of data across the organisation• Ensuring the Enterprise Data team are effective in delivering reports, analysis and management information as well as continually looking for opportunities to improve the quality of data• Developing and maintaining a strategic roadmap for AAT to deliver enterprise-wide data management solutions and best practices• Working with key stakeholders and third-party organisations to design effective data structures covering all available data sources• Provision of a Data Warehouse / Management Information suite to provide well architected data views

Product Manager Membership and Subscriptions

• Oct 2016 - May 2021

Responsible for the development and implementation of a strategic plan to support growth and maximise market opportunities for professional membership. To achieve this conducting a thorough review of the customer journey and overall customer experience by improving understanding of member and market needs and attitudes; using this insight to drive action throughout the business and collaborating with specialists across the business to drive and implement a programme of appropriate support for members to underpin growth and engagement.Creating and delivering value propositions and new benefits/services that are fit for customer, and wider maker, needs, and managing pricing strategies to meet agreed volume and income targets.Inform and agree an appropriate and engaging marketing and communications plan Work with other team members to ensure commercial opportunities are considered in order to maximise value and reduce costs, and are aligned throughout the business as appropriate.Agree, manage and report on the performance of agreed pricing, transaction and membership models.Ensure that the agreed customer value proposition for AAT members and subscribers is delivered through a high quality service offer across all aspects of the organisation, including via high quality content and UX activity within the AAT website and other digital channels

Senior Manager Customer Insight

• Jun 2010 - Oct 2016

Headed up the team responsible for data, customer insight and research. I and my team were responsible for customer insight, data analysis, data management, market research, product research and public policy research.Responsible for liaising closely with the Global Executive and Trustees to improve the customer experience and satisfaction, better understand market needs and attitudes and ensure all product enhancements and new developments were fit for customer, and potential customer, requirementsRegularly interviewed corporate (mainly FTSE 200) customers and high-net worth donors (circa £10m+ assets, including some of the Top 50 wealthiest people in the UK) in order to better understand their needs and challenges in terms of charitable giving but also wider economic and social matters. This helped to also better understand where the organisation could have an impact, either through direct delivery, or influencing those that could, via the Policy and Campaigns resources.Provided insight, intelligence and commentary that promoted the aims of the organisation to a larger audience, including national media and TV.Managed the global Customer Experience project, improved customer journeys, reduced customer effort and introduced one key agenda item to all meetings – ‘where is the customer in this piece of work’.Led the organisational (and global) ‘Brand Values’, Employee Engagement, Product Profitability and Customer Satisfaction projects, amongst others, leading to significant process improvements and a cultural change in behaviours.

Online Marketing Manager

• Jan 2008 - Jun 2010

Managed the online and email marketing campaigns for CAF, including online projects that benefited the wider charitable sectorAchieved a grant from Google to implement a large 'Google Adwords' campaign to drive money to the sectorImplemented Google Analytics to track key customer journeys throughout the websiteLed on a number of strategic website developments to ensure that any changes implemented were to the benefit of the customer

Online Business Development Manager

• Jan 2005 - Jun 2008

Achieved online partnerships with large organisation to grow funds to the sector and/or promote the most efficient ways for donors to give to charity.Online partnerships included: 1. eBay for Charity, who helped raise significant funds for charity, free of any fees, during a 'National Giving Week' campaign2. AOL, who hosted the credit/debit card donation facility3. Everyclick, by enabling every user to generate money for charity based on their online search activity4. Designed and provided online giving solutions to many charitable organisations to help raise funds directly for their organisation, or the wider sector. These online solutions were later used by large organisations such as BT, Sky, etc. to raise funds from employees to go to charity5. In addition I became a guest writer for many financial services websites, including This is Money and Motley FoolWhile in this role I project managed the Heart FM 'Light Up London' campaign and oversaw the development of a campaign website that went on to deliver funds to the charity sector that greatly exceeded the fundraising targetThis role later evolved into the Online Marketing Manager role, which also included many of the duties of this role.

Projects Co-ordinator

• Mar 2003 - Jan 2005

The organisation asked me to lead a project which would merge 14 organisational website into one, in order to improve the customer experience and streamline user journeys. I achieved this ahead of time and within budget.While managing this project I identified a number of online processes, not linked to the project, that could be improved. I then went on to manage these improvements that led to cost savings and improved customer satisfactionAt the close of this role I was originally intended to return to my previous role, but the organisation created a new post (above) based on my performance and the online potential I had demonstrated for the organisation while in this role

Customer Services Manager

• Jan 2001 - Mar 2003

Managed a busy team of in-house customer service agents and an external customer service agency that delivered advice, admin and account management support to thousands of donors, including High Net Worth and famous celebrities, from 08:00-22:00Typical daily volumes included 580 calls, 320 emails, 20 online support requests and 670 items of postManaged the planning of the team to ensure that the resources across telephone, email, post and online support were supported according to incoming volumeImproved both email and post response times by 60% and introduced a KPI of 80% of calls having to be answered within three rings. Achieved an organisational sving of £80k and reduced complaints by 77%By implementing a coaching and development style of management, two team-leader positions were recruited from existing resources and a further seven team members were promoted into other departments.When appointed into the role, I coached and performance managed three existing under-performing team members, leading to a significant improvement in behaviours and work ethic. This led to an increase in their end of year appraisal ratings compared to the three previous years, and a promotion for one

Product, Sales and Service Manager, Online Distribution

• Jan 1995 - Jan 2001

At Online I held a number of positions. I was recruited as a Sales Executive and then quickly promoted to a Team Leader position within two months of starting due to demonstrating leadership capabilities and achieving high profit margins As Team Leader, I achieved the highest profit margin out of all sales executives and team leaders for each consecutive year in post (average of 31% versus organisational average of 9%). I also participated in a non-organisational nationwide programme designed for 'Sales' and 'Customer Excellence' professionals, winning the national award for both. In my final role for Online, I managed the sales and customer service teams, in addition to a team of product specialists and improved operational efficiencies, including assisting in the accreditation of ISO 9002, and renegotiated with suppliers to improve sales margin.In this time profitability increased by 240% and customer satisfaction went up by approximately 60%.I also reduced bad debt from bankrupt customers from £380k to £42k, by implementing new regular finance checks and working with existing customers identified as being in financial risk to improve sales and profitability via short-medium term discounts and providing in-house marketing supportSickness levels for employees I managed was at 6%, versus 27% for the rest of the organisation and staff retention was at 92% versus 26%Responsible for budget of approximately £4m