Experience

ChapmanCG

• Singapore
• Staffing and Recruiting
• 1 - 100 Employee

• Marketing Director

  • Jan 2020 - Present

  ChapmanCG is the world's leading executive search firm dedicated to the Human Resources profession. We have a robust presence in all major regions, and we partner with CEOs and CHROs of leading companies in every industry to appoint their global, regional, and country HR teams. Our international network is now 150,000 senior HR leaders. When conducting searches, we leverage this network for recommendations and referrals. Our deep knowledge of the current trends, challenges and opportunities in human resources is valued by our clients and the global HR community.



Talent Nexus

• United Kingdom
• Advertising Services
• 1 - 100 Employee

• Senior Marketing Manager

  • Nov 2018 - Aug 2019

  Talent Nexus is a marketing agency specialising in recruitment support for in-house recruitment teams. As a young company, it has developed its business through its founding partners’ network and referrals. I was brought in to develop a B2B marketing strategy, implement the CMS system and set up a framework which to then hand over to a junior marketing executive to implement and take over. Over nine months I established the following results and met the following objectives: • Lead generation: Through in-bound marketing and both internally created and partnered events, Marketing Qualified Leads were generated for the sales team to follow through on. Further plans were set in place for the next six months along with strategy for future opportunities along with specific criteria to assess the return on any events and campaigns. • CMS system: A thorough clean-up of existing data was undertaken. The objective was to ensure that all data was correctly inputted for future segmentation as well as to review all data that was no longer viable. Additional data acquisition was investigated. Invalid data was to be updated and all legacy data was to be revalidated. • Brand development: As the agency developed the founders and director felt that the logo, branding and general approach to their presentation no longer fit the feel of the business that they were actually working towards. I was therefore tasked with leading the thought and development of a new logo and the approach for development of the brand moving forward. While in the long term a new logo will lead to a new website, in the meantime a base logo was created with responsive guidelines to adapt depending on where the client is within the marketing and sales funnel, a tone of voice to work from and a base of templates to work through as the business continues to develop.



Prestige Business Solutions (UK) Ltd

• Independent Contractor

  • Apr 2018 - Sep 2018

  After taking some time to be at home with my daughter I started working with Prestige Business Solutions on a part time basis. They specialise in strategic energy procurement for the hospitality industry and my role was lead generation as well as doing some small marketing projects. After taking some time to be at home with my daughter I started working with Prestige Business Solutions on a part time basis. They specialise in strategic energy procurement for the hospitality industry and my role was lead generation as well as doing some small marketing projects.



Stay at home mother

• United States
• Financial Services
• 1 - 100 Employee

• Career Break

  • Apr 2016 - Apr 2018

  I took some time from work after leaving YouGov as I became a mother. I took some time from work after leaving YouGov as I became a mother.



YouGov

• United Kingdom
• Business Intelligence Platforms
• 700 & Above Employee

• Head of UK Marketing

  • Oct 2011 - Apr 2016

  YouGov is an international research data and analytics group. This role was created to bring strategy, consistency and process to marketing in the UK. Over the first 2 years I worked on structural changes and created a new approach to PR & marketing. The focus was on the “whole of YouGov” proposition, from adhoc/consulting research to the products. I grew the team from 3 to 6 people as I brought PR in-house. PR itself is a large focal point in that the brand is often associated with the government. I was involved in all stages of UK marketing strategy from budgeting and planning to execution. I worked across the business including the CEO’s team, French and Middle East marketing. I oversaw and managed all the supplier, agency and publication relationships that affected the UK business and created global contracts when required. Key achievements: • Launch of various websites: A new site was launched just after I joined and I worked closely with the IT Dev team on new developments and requirements which included lead generation forms, YouTube content, Knowledge bank and events. • PR in-house: By doing this I was able to increase the volume of PR generated as well as the scope of its use. This has resulted in monthly articles on Charities in Third Sector and key bylines for our media and technology directors. • Omnibus: 2012/13 was the first time a full year plan had been put into place for Omnibus. It also coincided with their 10 year anniversary. This approach meant that we could allocate resources more efficiently both within the marketing team but also with the Omnibus team. 2013/14 saw this continue as I guided one of my team to own this element of the marketing plan including a product relaunch – the first UK research company to offer a next day delivery service. • Email communications: instead of sending “buy now” emails at every opportunity a conscious decision was made to send sector based newsletters showcasing relevant studies to clients.



Kempinski Hotels

• Germany
• Hospitality
• 700 & Above Employee

• Corporate Director of Marketing

  • Apr 2011 - Oct 2011

  Reporting to the SVP Sales & Marketing, and with a team of six, I managed and integrated brand marketing, partnerships, customer relationships and loyalty. My focus was to review and adapt the current brand standard’s strategy and then to ensure that consistent brand integrity was implemented across the portfolio of the 62 existing hotels and prepared for the opening of all hotels under construction. I also led a complex RFP process to set up a database management system with email marketing capabilities to merge with current systems. This allowed the brand to communicate, quickly and efficiently, marketing and operational messages personally tailored to each of the company’s 4 million customers. Due to an internal re-organisation, my role, the SVP Sales & Marketing and VP Sales roles were made redundant and I took the opportunity to return to the UK.



Hilton Worldwide

• India
• Hospitality
• 300 - 400 Employee

• Director, Hilton Hotels & Resorts Brand Marketing, Middle East & Africa

  • Nov 2009 - Feb 2011

  A new role created from the reorganisation of the company, reported to the Senior Director, Regional & Partnership Brand Marketing, in Washington, DC. I developed and implemented the marketing strategy for Hilton Hotel & Resorts in the region, driving greater brand awareness through all marketing channels including PR and online. The Hilton Global Marketing team consisted of myself and three other regional directors plus specialists based in America. Responsibilities:-• Co-ordination with hotels to ensure adherence to current & new guidelines• Implementation of global brand strategy within the area of my responsibility• Development of Middle East & Africa specific partnerships, and online & PR opportunities• Close collaboration with media and creative agencies based in the UAE and internationally in the UK, USA and South AfricaKey achievements:-• Launch of Hilton Global online photography guidelines (March 2010)• Middle East & Africa Hilton brand campaign through print, online and OOH media (2010)• Development and launch of the first Hilton partnership for an interactive Apple application with Time Out Dubai (June 2010) and Time Out Abu Dhabi (August 2010)• Vodafone McLaren Formula One sponsorship activation across Middle East & Africa

• Regional Director of Marketing Arabian Peninsula & Indian Ocean

  • Apr 2007 - Oct 2009

  (Following promotion from Regional Marketing Manager in September 2008)Reporting to the VP Operations, Arabian Peninsula & Indian Ocean. I was the main point of contact for marketing in the region. Through 2007/08 I launched the new identity guidelines for Hilton Hotels, which included new photography for all properties. I developed the strategic approach to marketing for the region ensuring that campaigns had a business case and a reporting structure for year on year evaluationsResponsibilities: -• Review and implementation of tactical campaigns to conform with the new approach to targeting media• Review and reorganisation of the channels of communication to meet local requirements• Coordination with all types of agencies from design, media and production across the region• Development of plans and strategy for online tactical campaigns and PPC • Strict adherence to brand standards for all campaigns, collateral and customer communicationsKey achievements• Launch of ‘Hilton Minibreaks’ – the umbrella under which to sell Hilton as a weekend destination (October 2007)• Adaptation of Hilton Hotel standards to dual English/Arabic language to comply with company standards and local legal requirement (December 2007)• Launch of Hilton Extra Nights – the re-launch of ‘Hilton For Free’ under the Family of Brands in partnership with Visa with its the first online tracking system that had an ROI of 20:1. The overall campaign ROI was 14:1 (April 2008). Extension of the campaign for purchase online (May 2009)• Hilton Garden Inn – launch of brand in the Middle East and opening of the first hotel. (July 2009)



British Airways

• United Kingdom
• Airlines and Aviation
• 700 & Above Employee

• Brand Communications Executive

  • 2003 - 2007

  Reporting to the Marketing Service Manager, I liaised with the local sales and marketing executives and country managers to ensure that their requirements were met. I worked with the global marketing central team based in London to develop campaigns more specific to the needs of our customers in the Middle East, Pakistan, North Africa and Central Asia. Responsibilities:- • Key lead for knowledge of brand guidelines within the area • Developed and delivered tactical campaigns to fit local needs • Reorganised channels of communication to suit the local requirements • Updated ba.com website for the area • Worked the Above-the-line media designers, buying houses, Below-the-line production and online media design and purchasing • Represented BA at events as a Global Brand Ambassador Key achievements: • Re-launched the children’s brand, ‘Skyflyers’, for British Airways in the Middle East and assisted in the launch across Africa through events, branding and gifts. • Managed the first “Generation X” event for British Airways – Robbie Williams Tribute (Dubai) British Airways Sales & Marketing Support Executive, Bahrain December 2003 to April 2004 I worked within a call centre team of 5 and sales team of 5 reporting to the Commercial Manager for Bahrain and the Eastern Province, Kingdom of Saudi Arabia. Responsibilities:- • Supported the sales team with necessary information for their customer needs. • Represented British Airways Executive Club for local customers • Worked with the Country Manager, the BA Support Executive, and the local PR company on local promotional activity • Updated Bahrain pages on ba.com Key achievement:- • Organised and hosted 50 key British Airways customers in the BA VIP suite at the first F1 Grand Prix in Bahrain.



BMMI

• Bahrain
• Transportation, Logistics, Supply Chain and Storage
• 400 - 500 Employee

• New Business Development Executive

  • 2001 - 2003

  Bahrain Maritime & Mercantile International (BMMI) – Customer Relations Officer – Nov 2002 to Dec 2003 Doha, Qatar – on secondment from BMMI, Bahrain. I was part of a team 5 reporting the Doha Prime Vendor Manager supplying essential foodstuffs to the US military in Qatar. Goods were imported from the USA, stored, and then redistributed to the US military. Responsibilities: - • Customer liaison and relations with US military of all ranks locally • Customer liaison and relations with customers in Germany and USA • Ensuring the accuracy of orders, and ensuring quality control • Reviewing invoices and stock reports • Internal co-ordination between QMI Doha and BMMI, Bahrain (BMMI) New Business Development Executive – Feb 2001 to Nov 2002 Kingdom of Bahrain With the Divisional Manager, I researched, designed, and implemented Elio’s Café in the Bahrain Mall, a new concept for BMMI. Responsibilities: - • Creation of the Elio’s concept, feasibility study and customer research • Preparation of budget and Interior design • Equipment - sourcing, price negotiating, and importing • Creation of the food and drink menus • Interviewing & employing Bahraini staff and internationally recruited staff • Preparation of the training and operations manual and staff training • Management of unit until handover to trained successor