Case Study 1: Building a CRM Function from a Channel into a Commercial Engine

Head of CRM, UK & North America · PageGroup (2023–2025)

The situation

PageGroup’s CRM was running as a broadcast channel across the UK and North America: manual campaigns, shallow segmentation, and no shared lifecycle strategy across the customer journey. The business was leaning on paid media to make up for it, which is the expensive way to fix a conversion problem, because it just buys you more leads failing at the same rate.

What I did

I took ownership of CRM strategy across both markets and built the piece that was missing: the allocation rules, SLAs and tracking between marketing and sales, the difficult middle that neither team owned. I introduced STP frameworks and behavioural trigger logic across the audience base, built the CRM-to-business-development workflow that gave the handoff a process and an owner, and led the steering group for the global CRM platform selection and change management. I also built an international team of 15-plus CRM specialists and ran a team-wide AI qualification programme.

The results

That work, the lead allocation, handoff and SLA infrastructure between marketing and sales, is what took UK lead-to-sale conversion from 7% to 24%, not campaign optimisation or lifecycle redesign. Everything else follows from it: B2C revenue up 60% year on year, applications up 78%, UK lead-to-sale conversion past 24% against a 7% global baseline, a 58% UK CTR uplift, and a UK lead deficit cut by half in a softening market.

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Case Study 2: Loyalty Programme Design and CRM Transformation

CRM Manager · Wrap It Up (2018)

The situation

Wrap It Up wanted a loyalty programme but had no CRM infrastructure, no integrated data model and no automation to run it on. Engagement was sitting at the sector norm, with no mechanism driving repeat visits or higher transaction value.

What I did

I built the business case for platform investment, selected and implemented Coniq as the loyalty CRM, and designed a tiered programme with automated, segmented offers, content rules and multi-channel delivery across email, push, in-store and in-app. RFM-based segmentation and behavioural triggers personalised the journey with various incentives by tier ensuring repeat purchases and increasing the LTV of loyalty customers.

The results

Average transaction value was up 28% within six months of launch, on top of the numbers above.

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Case Study 3: D2C Lifecycle Strategy and Revenue Growth

CRM Executive to Manager · MVF Global (2013–2018)

The situation

MVF needed B2B CRM to grow from an early-stage engagement channel into a scalable commercial function that could launch into new international markets, against aggressive revenue targets and without an established structure to build on.

What I did

Over five years I built the CRM go-to-market and MVP launch frameworks that got deployed into eight new international markets, optimised across 20-plus B2B2C verticals. I built a test-and-learn methodology that hit an 80%+ implementation success rate, scaled the core brand to £100k+ gross profit a month, and mentored eight team members while B2B CRM revenue grew 200% year on year across the period.

The results

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Case Study 4: Building CRM Foundations from a Cold Start in a Newly Acquired Business

Interim Senior CRM Manager · Newly acquired insurance proposition, FTSE-listed insurer (2026)

The situation

An insurance business needed a CRM function built essentially from the ground up, with relationship data scattered across three disconnected places: Salesforce Marketing Cloud held static contact lists, sales records were in another unconnected platform, Notion carried a manually maintained pipeline and leadership snapshot not connected to either, and Slack, email and individual teams held the day-to-day conversations in respective silos. Nobody had a single view of client trading performance, pipeline or history with the business, which meant every commercial conversation happened in isolation.

What I did

I stepped in as interim Senior CRM Manager and ran discovery across six capability areas: client data and relationship management, Underwriting and Claims servicing and workflow, communications and marketing, Sales’ commercial opportunity management, reporting and insight, and integration, Compliance security and data governance. Within a month that discovery became a technical requirements document and an SLT recommendation paper, setting out the case for change and a target vision that consolidated client relationship management onto Salesforce as the single source of truth. Alongside that strategic work I built a modular email template library in Salesforce Marketing Cloud and a client-level data feed that gave the business its first live, centralised view of client activity, while developing a colleague’s technical capability as I went so the function did not depend entirely on me.

The results