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Highly experienced freelance professional with over 15 years agency and client-side in creative services for the marketing and advertising industry. Passionate about improving creative agency performance; creative with a highly organised head and a focus on delivering innovative change and creative solutions for businesses and clients alike. Approach is entrepreneurial, refreshing and delivered with a strong yet amiable manner getting the job done through close collaboration and to the highest quality. Particular interest and in-depth proven experience in leadership of strategy and management of on/offline teams and projects alongside key operational functions such as financial reporting and large team management.
Contracted to help stabilise and build a new creative team alongside the Creative Director; install operational process, gain control over stakeholder relations and P&L.
Originally contracted to help stabilise a creative team, install operational process and gain control over stakeholder relations and P&L for a 2 month period while recruiting a full time replacement. Leading on to a more strategic role helping to bring together commercial creative teams across the Guardian through restructure, flexible thinking and a fresh approach to teams working together; aiding the reduction and reliance on external resource and cost reductions through a collaborative and planned approach to campaign delivery.
Onsite for one of OLIVER’s largest clients, KPMG as part of the Senior Management Team. Responsible for all operational duties and tasks across a 70+ team including financial control, reporting and delivery. Lead role in strategy and process reviews, development and implementation. Leadership of change management initiatives. Responsible for all regional teams including full-time and contract staff recruitment and rate negotiation, appraisal and performance monitoring. Built and delivered monthly Management Information Packs for both OLIVER and KPMG. Agency and freelance database control, relationship and rate negotiation. High level project management. Led the implementation of TrafficLIVE across OLIVER accounts.
Installed and developed a new onsite studio at Barclaycard. Played a lead role in the on and off-site senior management teams for Communisis. Lead on complex studio development projects working in collaboration with a wide range of client and company stakeholders. Responsible for diagnosis of client requirements and developing solutions that move them effectively to the desired result. Lead role in the proposal, selection and installation of a bespoke workflow management system. Developed and produced strategic management information reporting methods for both Communisis and Barclaycard. Year 1 delivered £80k cost avoidance to Barclaycard and a breakeven studio for Communisis. Year 2 delivered £280k cost avoidance to Barclaycard and a 35% margin for Communisis. Year 3 delivered £980k cost avoidance to Barclaycard with an expanded studio and a 35% margin for Communisis. Other responsibilities including recruitment, team management, process development, financial tracking, budgeting, purchasing, client and supplier management, MI reporting.
Senior Management role integral to maintaining an efficient and cost effective regional resource. Responsible for the management and leadership of Tribal's six Studio's including strategic team, business & client development, operations, resource planning & procurement, trafficking, system development, project management, supplier management, branding & identity guardianship. Successful process mapping, improvement and implementation. Ongoing management of agency operating procedures across 6 U.K. based studios and 1 lead creative team, raising standards, reducing errors and increasing profitability. Led in the review and consolidation of studios from 6 to 2 creating a more cost efficient and effective service saving £350k whilst maintaining continuity of service and increased quality of output. Built and recruited to a consolidated team, implemented IT and workflow processes. Developed and implemented a bespoke electronic management/booking system to increase efficiencies, profitability and deliver robust reporting to the business adding £75,000 revenue. Development of the creative resource across the business from people to services and network solutions. Managed the procurement process and implementation of external digital and print partners.
Responsible for leading and managing a small in-house design and prepress team. Recruited to, and restructured a new studio team. Led on Infrastructure evaluation and set-up including budgeting, purchasing and supplier management. Developed and installed studio processes and procedures. Responsible for production and scheduling procedures across the service. Installed Heidelberg Computer-to-plate prepress technology, removing old chemical film processes. Other responsibilities included team management, freelance Database up keep, brief taking, brand guardianship, trafficking workflow, prepress, creative input and quality control. The role required public sector awareness; running an efficient and cost effective studio resource was key.
Corporate and International Strategy
Managing Performance and Change
Professional Certificate in Management