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Case Studies

Anonymised by design - the pattern matters more than the name.

Full detail and client references are available in a confidential follow-up conversation.

National Australian Retailer

Rebuilding the campaign cycle and supplier funding model from the ground up

Challenge

Campaign path existed on paper, but wasn't followed in practice
Co-op funding negotiated well, but tracked poorly
Hero product decisions drifting away from category managers
CRM generating contacts without a reporting or segmentation strategy

Approach

Production workflow redesigned end-to-end
Team ownership mapped role by role
Supplier funding audited and rebuilt bottom-up
Reviewed on a weekly-to-quarterly cadence with leadership

Outcome

Campaign path the whole business actually uses
Hero product sign-off returned to category managers
CRM roadmap sequenced into the group's wider loyalty strategy
Retailer Group

Operating-model uplift across a merchandising and promotional team

Challenge

Capable platform, but no workflow or sign-off structure around it
Monthly promotional cycle running inefficiently
Supplier funding not captured in full

Approach

Standard operating procedures and governance frameworks built with the team
Department-wide change communications rolled out
Current-to-future-state analysis to sequence the CRM and digital roadmap

Outcome

New Systems embedded in the team
Promotional cycle execution faster, less manual
Capability built internally, not left dependent on outside support
Multi-National Retail Group

Finding the broken customer touchpoint hiding behind a strong brand

Challenge

Brand messaging inconsistent across a wide network of independently branded stores
No clear point of difference beyond price, in a category where every competitor claims the same thing
A flagship customer service channel was quietly failing, unnoticed until tested end-to-end

Approach

Audited every paid, owned and local channel against one map of national, local and loyalty touchpoints
Defined a brand archetype and a short, repeatable promise to anchor all future messaging
Tested live customer touchpoints directly, not from a brief

Outcome

A single message platform, adaptable by campaign and by product tier
A broken enquiry channel identified and flagged before it cost real trust
A channel map the team could keep updating themselves
Multi-National Retail Group

Redesigning a marketing function around the work, not the history

Challenge

Marketing function organised around history rather than the work that actually needed doing
No clear owner for loyalty, reporting, or brand consistency
Local and national activity planned from two disconnected calendars

Approach

Mapped the real workload across member services, activation, strategy and creative
Redesigned the team into four functional pods with clear ownership
Brought local and national marketing calendars into one shared cadence

Outcome

A structure the business could staff and budget for immediately
Clear ownership of CRM, loyalty and reporting for the first time
Campaigns planned from one calendar, not two
Retailer Group

Turning an existing footprint into a new, self-funding revenue line

Challenge

A large physical and digital footprint with no way to monetise supplier advertising
Suppliers already spending heavily on mainstream media for a fraction of the reach
No internal case for testing a new revenue line without proof it would work first

Approach

Built a cost-neutral, cash-positive trial model using infrastructure already in place
Modelled audience reach against known media benchmarks to make the value tangible
Designed a segmented content and scheduling structure, ready to switch on

Outcome

A funded, ready-to-launch business case for supplier sign-on
A new revenue line built entirely on assets already owned and paid for
A cross-functional model spanning merchandising, operations, IT and marketing
Digital Subscription Platform

Finding the revenue already sitting in an unsegmented customer list

Challenge

Tens of thousands of signed-up users, only a fraction ever converting
No segmentation beyond "customer" and "not yet a customer"
Spend going toward acquisition when the real opportunity was already on the list

Approach

Split the base into behavioural segments by recency, frequency and intent
Built a differentiated plan for active, lapsed, one-off and non-purchasing segments
Sequenced a test-measure-learn cadence with clear ownership of each segment

Outcome

A prioritised, resourced plan for the highest-value segments first
A repeatable model ready to extend into look-alike acquisition once the base was optimised
A shared weekly reporting rhythm across the team
Specifics available on request, under NDA.