Experience

The One Percent

• United Kingdom
• Wellness and Fitness Services
• 1 - 100 Employee

• Founder

  • Jan 2016 - Present

  Presenting... The One Percent. We take successful men and make them uncommon. Does it feel frustrating that - on paper - you are on track for greatness... You've been on a strong upward trajectory with NEARLY everything over the last few years; Bought the big house. Got the nice car. Work & business going well. In fact - scrap that - things are booming. You are smashing your career. FTSE 100 business leader in the next decade... Why not? But, Where you are with your health, physique, fitness and energy doesn't match up? This has been on a downward trajectory since your late 20s, You can talk the talk and yes you've got the confidence to keep going, even if your belly hangs over your trousers. But can you see there is a disconnect here? You need to look & feel the part too. Right now, being 10-15kg over a "healthy" weight doesn't sit with the sharp, industry-leader you want to be. Do you aspire to be the fat, jolly CEO, sweating over his sushi in a board meeting? Thought not. Time & tide wait for no man. It's time you got your health, fitness and physique in line with everything else in your life. It's time to level up. It's time you joined The One Percent. Want to find out more? Send me a DM and let's chat. Show less



Zone

• United Kingdom
• Business Consulting and Services
• 100 - 200 Employee

• Senior Project Manager

  • Sep 2015 - Dec 2015

  I was hired to manage the technical delivery (and budget) of the agency’s largest retained client – Barratt Homes. This is large scale, digital product development for the whole Barratt Homes web portfolio, with a strict monthly release cycle and annual budget of £1.7m+. The Barratt technical architecture is complex; sitting across several CMS platforms (EpiServer 6, 7, 8), integrating with internal Barratt databases & datasets, exporting and consuming XML feeds (for numerous web-portals), integrating with different CRM systems and sending out various API’s for other platforms to consume, including a point-of-sale iOS app for Barratt divisional marketing mangers. As the senior project manager I was responsible for managing the team that supports, improves and drives ongoing change through digital innovation across the entire platform. The team was large, dual-location and multidisciplinary incorporating front-end developers, back-end developers, user-experience (UX), design and quality-assurance (QA). I used Agile methodology to manage the team and the product backlog, including migrating from JIRA to JIRA Agile (now JIRA Software). I implemented new processes to ensure the team worked as efficiently as possible; for example using a combination of Slack and Flock (digital PM tools) to ensure the daily scrum and stand-ups happened quickly, easily and efficiently with a team that is not co-located. I worked directly with the client to manage and define their requirements and understand the wider business goals and objectives. A key challenge was to help the client communicate the value of the changes and the underlying benefits back to the business. With such a large-scale, technically complex piece of product development, it was crucial that the client and their stakeholders saw and understand the benefits ongoing digital innovation brought to the business and organisation. Show less



putitout

• United Kingdom
• Information Technology & Services
• 1 - 100 Employee

• Account Director

  • Sep 2014 - Sep 2015

  Hired to run and manage the agency’s largest key account (Capco); a large-scale, multi-faceted and technically-complex digital programme of work – to design, build and support a suite of apps for a major high-street bank. I have to plan and execute the delivery framework for this programme of work; part of planning the engagement means I perform a product owner function to help shape the direction of the product, with and for the client. I am responsible for running and managing large client budgets (circa £1m+) – to forecast, plan and recruit appropriate resource; for revenue forecasting and resource planning for the wider agency. I believe the most crucial part of this role is building strong, lasting relationships with the client at various levels within their organisation – ensuring they see putitout as a key strategic partner to help them achieve their specific commercial goals I am also responsible for managing our other key accounts (such as Ministry of Sound and Reckitt Benkiser) - both with large budgets and delivery teams across various different products and workstreams – working with the client’s senior management to sell-in new ideas and concepts, push through lean-startup methodology and to drive new product ideation – ultimately growing and increasing revenue across these accounts. A key part of my role is helping to shape and define the wider agency processes – to ensure the various teams continue to work seamlessly with each-other. In addition to running and managing the delivery teams on our large accounts, I am directly responsible for and line-manager to, the account team – with two direct reports (account managers) and a junior new business development manager reporting to one of those account managers. I run weekly line-management meetings, manage their QPPs, set their targets, coach and conduct appraisals. Show less



Virgo Health

• United Kingdom
• Public Relations and Communications Services
• 100 - 200 Employee

• Digital Project Director

  • Apr 2014 - Sep 2014

  Sitting at director-level I lead and ran large-scale digital programmes of work across a varied client portfolio, spanning three core business units: Healthcare (for healthcare professionals), Medical Communications and Consumer Health Responsible for planning, creating and executing delivery frameworks for large digital engagements for major pharmaceutical brands and drug companies; running and managing the teams and working directly with the client at product, director & c-suite levels. Typical budgets for the larger engagements and key accounts would sit at around £500k for an initial delivery, then separate monthly run rates of around £90k-£150k for on-going product development and new/additional workstreams. Show less



SBC (formerly Spoon UK)

• United Kingdom
• Advertising Services
• 1 - 100 Employee

• Head of Digital

  • Apr 2012 - Apr 2014

  I was directly responsible for the Southerly account team. The account team implement and deliver all of the projects for our clients from initial scope right through to BAU. We we the client facing arm of the agency; hybrid account/project managers. As Head of Digital I oversaw all of the account/project management for Southerly's varied client base (Shell, RBS, Visa). Our projects were, large digital and technical in nature: website build & implementation, digital marketing campaigns & digital strategy. I was responsible for managing my own projects as well as overseeing the team. Budgets vary from £5k-£200k I had two account managers reporting in to me and the design studio also reported into me (comprised of Head of Design & x2 designers) alongside this I managed the wider content and development teams to ensure we consistently deliver excellent, well-polished solutions for our clients; on time and on budget. As part of this role I developed and implement the processes by which we operate, ensuring agency runs smoothly and profitably. I also manage dour 3rd-party supplier relationships. I designed researched and implemented (across the agency’s account, development, content and design teams) a multi-channel digital marketing strategy. In addition to the marketing strategy, I was responsible for qualifying and building solid, high-level relationships with new business prospects, whilst developing a sustainable business model which lays the foundations for ongoing growth. This part of my role was integral to the growth and financial stability of the agency. Show less



PEI

• United Kingdom
• Business Intelligence Platforms
• 400 - 500 Employee

• Digital Marketing Manager

  • Apr 2010 - Apr 2012

  Promoted in April 2010 to this role, I was the ambassador and go-to person for all things digital within the business.I was responsible for devising and implementing the digital marketing strategy for PEI across PEI's entire product portfolio, with a focus on lead-gen and customer acquisition to complement the wider sales and direct marketing output. Key elements of the digital marketing strategy included:SEO (linkbuilding strategies, on and off-page optimisation, press releases)PPC (using Google Adwords, LinkedIn DirectAds to run free content driven campaigns)Email (targeted & segmented campaigns to prospects on our CRM system with free content campaigns)Website optimization (analysing key metrics to improve performance and user journeys across the website portfolio)Testing & benchmarking (to improve conversion rates of campaigns and increase ROI), Social media (LinkedIn groups, Twitter feeds) CRM database user analysis Digital brand managementHaving expanded the digital remit of PEI, I recruited and managed a Digital Marketing Assistant. This allowed me to focus more time on strategic planning, whilst also overseeing the day to day implementation of our digital campaigns. Show less

• Digital Project Manager

  • Apr 2010 - Apr 2012

  In April 2010, PEI made the decision to completely rebuild their website portfolio and rebrand the company (called the DDP: Digital Development Project). Alongside my promotion to digital marketing manager I was appointed Digital Project Manager for the DDP.I am managed the DDP which was a complex business-critical project consisting of: - A complete website rebuild on a new .NET CMS platform- Integration of the new platform with our Microsoft Dynamics CRM system (Ektron)- Integration of the new platform with the Google Doubleclick advertising system- Integration of the new platform with PEI's e-marketing email platfrom (DotMailer)- Integration with PEI's web analytics platform (Google Analytics)- Company re-brand Key elements of this role included:Managing the budget to mitigate increase in spend and ensuring there are no overrunsHaving a keen eye for detail and high levels of organisation, identifying potential risks and problem areas of the project in a timely fashion and resolving them effectively and with the minimum of impact Effectively managing the senior stakeholders to ensure their involvement and engagement with the project and getting timely responses on key sign-off deadlinesResponsibility for running and chairing all internal meetings and workshops critical to the project – then compiling and relaying that information to the business and the agencyCorralling all areas of the business to ensure internal work needed by the supplier is delivered on time and hits deadlinesCreation of internal timelines that map and feed into external supplier/agency milestones and delivery datesMaintaining the agency/client relationship, ensuring all parties are kept up to speed on the project Key input and understanding of the complex problems & solutions at all stages to drive the project forward Show less

• Marketing Manager - PERE

  • Jan 2010 - Apr 2010

  Promoted to marketing manager of a key product area/asset class within the business (PERE - Private Equity Real Estate), having successfully managed the launch of a brand new webinar series for the company as Marketing Executive. Responsible for the marketing of all PERE related products: conferences (UK, Europe, US, Asia), books, subscriptions (magazine & news-site) and online data product (paid for database service for potential investors). Such a varied role required a high degree of flexibility, planning and the ability to liaise with all departments, alongside external agencies. Digital marketing and direct mail form the basis of all our campaigns, and I have solid experience across these media. Show less

• Marketing Executive - Conferences

  • Mar 2009 - Jan 2010

  Planning and implementing marketing activity across a range of media for high ticket, international private equity conferences and webinars. Key areas of responsibility included budgeting, copywriting, website / email creation utilising SEO techniques and Google analytics, database segmentation, campaign analysis and reporting. Briefing and negotiating contracts with design, print and mailing houses. Encouraging input from key departments to enhance marketing activity, working closely with our international offices, and developing mutually beneficial relationships with industry associations. Ensuring all cross promotion opportunities with other PEI products are identified and exploited. Show less



Habia

• Doncaster

• Marketing Executive

  • Jun 2008 - Feb 2009

  Varied role requiring a high level of flexibility and organisation, encompassing all aspects of the marketing mix. I planned and executed marketing campaigns, working alongside key third party partners to deliver business to business and consumer solutions. Daily tasks included market research, copywriting for website, e-shots and direct mailers, designing corporate communications and liaising with our creative agency to ensure all campaigns are delivered within time and on budget. I also coordinated the marketing for our nationwide events and promotions, including Salon International. An excellent communicator, I was also comfortable presenting and demonstrating new products to prospective clients. Show less



JCDecaux

• France
• Advertising Services
• 700 & Above Employee

• Account Manager

  • Mar 2008 - Jun 2008



EG

• United Kingdom
• Leasing Non-residential Real Estate
• 100 - 200 Employee

• Account Manager

  • Mar 2007 - Mar 2008