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John Frood 10 things about me beyond my CV Passion and tenacity I’m an all in 110%, infectious high-energy player, know and recognised for this throughout my career, this has always been worth as much to any agency as my planning skills. A most creative thinker Every brief has the opportunity to say something different to people…you’ve just got to help others to look with fresh eyes. What you get out of a creative team is only as good as what you put in. I understand how to get the perfect balance of stimulation, story telling and guidance to get the best possible product. Experienced and confident Leader Every conversation is a chance to help or inspire, for me leadership is wider than the planning dept – its my role to help clients, account teams and the creative to get to the right answer. A fearless and passionate orator Always prepared to challenge and love thinking on my feet. I don’t hide behind email and ppt. There’s nothing better than a face to face conversation to get real clarity. The key to influencing others is being able to articulate the answer in a way that inspires them. A problem solver I am a fully integrated planner with no channel bias or communications bias either – always thinking idea everything, media anything even if the solution is content product or service driven. Lots of experience 20 year plus experience in solving problems, working at the very best agencies Done just about everything from brand creation to product launches, campaign platforms and have a deep knowledge in many sectors. Business ideas and commercial acumen I’m always thinking about how things could grow or spotting new opportunities. I Have a “spidey sense” for what makes a great product or service and the ability to imagine the future. Growth in general I Love pitching, it’s the clean page that excites me as well as thrill of stage and the win and have been pretty good at it throughout my career. Development of teams This is really important part of what I do and who I am now. I love to put wind in the sails of anyone I work with and find it personally very rewarding and motivating Finally work should be fun Life is short. We’re lucky to work in an exiting and stimulating industry I’m good at what I do because I love what I do. I hope this gives you a bit more about who I am and how I think. If you fancy a chat then give me a shout. Kind regards John Frood 07957 344 752 firstname.lastname@example.org
• Strategy lead on key accounts, all pitches I led and won; Greggs, Renault Sport, Renault “Kadjar”, Castrol Bloodhound , Formula E, Experian, Stagecoach, Cisco representing over £1.5m of annualised income growth on a projected turnover of £5.7m. • Part of the senior leadership, with a remit to help the agency professionalise their approach and provide a more rounded offering. Moving from a technology production culture, to ideas first and technology as an enabler. Developed a new agency positioning and story “where ideas and technology collide” with new mobile 1st website design and build. • As CSO with hybrid responsibility for both planning and creative leadership, running and managing a team of 4 hybrid creative strategists. Building and developing a planning discipline through creative briefing, established approach to big brand thinking & linking story telling consumer insights and brand strategy. • Lead the creative development for all digital advertising clients - converted 5 into longer term retained monthly accounts with £150K total monthly income, including Experien UK, Oakley global, Mitsubishi, Virgin media, Waitrose. • Set up Innovation IP leadership group, which feeds into agency client inspiration days. Key topics were “ the evolving digital landscape for transport”, “The impact of the Internet of everything in the real world”
Launching “Wuntu” Three’s New loyalty App & Monetisation • Brought on board to bed in new client win, “Three” to create a unique loyalty platform that for the first time could be a truly personalised experience given the data available from the network. Established key senior client relationships and got the app to launch in December 2016 in just 6 months. Key achievements; • Developed a strategic brand framework for partnership activation that fitted with Three ‘s parent brand but allowed for a separate personality to emerge for “Wuntu” and consistent with the unique targeting capability afforded by Three’s phone network data. • Created insight driven passion category propositions across travel, dining in and out, digital entertainment, trends, technology, beauty and grooming and shopping to guide how we wanted to activate offers and rewards with each partner. • Created specific partnership activations for key strategic partners including Amazon, Last Minute.com, Hayu, Deezer and Morrison’s and sold these into each partner • Developed a 5 year plan to monetise the app beyond offers and rewards, essentially turning it into a new channel to create new income streams for Three and their partners. • Guided the client through technical requirements to maximise the opportunity for Partner activations and increased monetisation opportunities, incorporating real time location, & specific behavioural targeting variables and in app behaviour.
• European board director of Iris – part of the senior leadership team of 12 in the agency, driving and managing business performance, through some tough times to what is now a thriving high performing business. • European planning director; I built a planning culture and product at Iris, growing the team from 3 to 18 planners over 5 years resulting in planning being recognised for the value that it added to both the creative product and the bottom line. • Planning lead on, Dominos Pizza, Nicoventures, Vype and Voke, Club Wembley, challenger and sounding board on all other key client accounts to help drive additional value. • Responsible for the quality of the creative product in partnership with the ECD. I baked strategy into the agency product whilst making briefings fun and inspiring - peppering them with simple human truths, cultural references, a bit of drama and lots of story telling. • A roving remit to spend quality time developing all other planners, account people and creatives in the agency, building confidence, kicking around ideas and providing mentorship on an ongoing basis to 12 key talents in the business. • New business development – I led 15 key new business pitches over the last 5 years, won 9, of which 3 were fully integrated through the line accounts, including, Dominos, Nicoventures, Vype and Voke, 2012 Olympics Mascots, Barclaycard, UK and US, Philips, Lighting, Avent, & Domestic appliances, with a total annualized income of £12 M. Domino’s Pizza – “From a ‘deals’ to a ‘love’ brand” – July 2012 to Oct 2014 Key achievements; Led and won the pitch, then developed and launched a new brand purpose and platform in “Greatness from Domino’s”. Initially working on the BTL only, we then won the ATL and digital and social activation work from January 2013, making it a fully integrated account, with income growing from £422K in 2012 to £1.5m in 2014. Resultant like for like sales since the launch of ‘Greatness’ were up 7% in 2013 and media efficiency for TVCs up by 50%. Year to date sales in 2014 are up by 14.9%. Independent brand tracking results show that Domino’s brand love score has increased by 33% since launch. This has resulted in us becoming more than an trusted agency partner - we are also now a business partner. Vype – April 2013 to Oct 2014 Creating a totally new brand and launching a campaign in 12 weeks Key Achievements; Led and won the pitch to become the lead strategic and creative agency in December 2012 as a BAT backed business. This involved breaking free of the global WWP agreement, beating JWT and Ogilvy worldwide in the process. Results – we achieved 20% spontaneous awareness within the first 2 weeks of the campaign, drove 136% increase in social buzz, and £10.3 m worth of PR, increased revenue by 47% online and achieved a 5% market share within 8 weeks - the highest growth rate within the category. In the 9 months we worked with NV, the account grew from £750 to a £2.0m, winning another brand without a pitch, due to be launched next year as the first medically licensed product in the category. Barclaycard – Building a direct discipline in IRIS & driving creativity 2009 -2013 Key achievements; Led and won the pitch, competing against all the big direct shops in London. As the key planning lead on the account I started by improving existing customer communications, making them more insight-led and so developing a more human style and tone - leading to better response and engagement all round. Whilst I led the account we ported the business to the US Agency, won the B2B partner finance operation, rebranded their Unwind music offering and developed a close working partnership with client leadership and with BBH. Growing the account in the UK from £1.0m in the to £3.0m income in 2013, and porting £2m to our US operation in 2013.
• Accountable for the quality of the planning product with assigned clients, (SAB Miller - MGD Global and UK accounts, Barclays iShares Europe, Fiat UK, P&G Always and Max Factor (WE & CEE) and to act as challenger on all other client accounts to help drive additional value. • Responsible for the quality of the creative product through brief challenge and creative reviews. • Tasked with working alongside heads of practice within planning for brand data and research to develop the planning products and tools. • Instrumental in new business pitches (led 7 won 4, 3 of which were fully integrated accounts, the first into LB group. (Total annualised fee income £5.4m). • Responsible for improving the commercial impact of planning on organic growth and client profitability. • developed teams, personnel and structure to meet the needs of clients in the new integrated world. • managed, coached and mentored a team of six Arc planners, and provide coaching and leadership for the broader planning team. • Responsible for broadening the service offered by building channels expertise from direct mail, shopper and retail sales promotion, experiential, and digital into the LB group planning offering • Developed and launched a new process– “Fusion Thinking” across LB group to enable a cross discipline approach to planning and creative development. This included the development of a new creative brief to enable a more integrated approach to insight development and the briefing process –fully launched across all LB and Arc agencies across EMEA. • Led the development of new Arc London agency proposition. Client: SAB Miller Genuine Draft UK 2008 – 2009 In 2007 I led and won the pitch for the global marketing services business for Miller Genuine Draft (MGD) worth fees of £1.5m for Arc UK. Key challenges • MGD was distributed in 67 markets globally and because of a lack of brand cohesion in key developed and developing markets the company had identified the need to move from autonomous local management of markets to a centralised global brand management strategy. • MGD was experiencing varying degrees of sales success, seeing a decline in sales in more developed markets alongside huge growth in larger, developing markets. • We were tasked with creating a fully integrated brand campaign based on a new positioning articulated as ‘fresh take on life, fresh take on brewing.’ • Tasked with working alongside the above the line incumbent agency, Mother, to create a new communications platform. Key achievements • I acted as the primary interface of the team with Mother and personally created a new activation-led strategy that linked their fresh approach to brewing with the needs of the key target audience (18-34 males). • From a management perspective I worked effectively with all agencies, encouraging input from team members and established a good working relationship which aided productivity and effective integrated thinking. • I led the team that identified key drivers for a target audience that was typically cynical of traditional broadcast messages. Our strategy had to create a true value exchange, giving them free music content from fresh emerging talent and giving the artists a stage and collateral normally reserved for established artists. • I established an ‘action not words’-based programme, delivering a series of small to large scales events showcasing fresh emerging talent – ultimately convincing Miller to dedicate all of their media budget to this strategy. The central brand thought we created was ‘release the fresh.’ • The campaign researched successfully in eight of the key global markets. • The campaign has now been activated in the UK by establishing two key venues dedicated to showcasing fresh musical talent – one in Edinburgh and the other in Glasgow. • This y resulted in significant shifts in brand perception and an increase in on trade sales of Miller Genuine Draft of 30% over a six month period in the UK and received endorsements from bands, fans and the music industry key opinion leaders. • As a result of our success we were awarded the whole account, including the above the line business in December 2008. • The campaign is now due to be rolled out throughout 2009 across eight key global markets and has been awarded a GPC 7+ (a Leo Burnett internal global creative award). Client: iShares – Barclays Global Investors Nov 2006 –2009 iShares is a provider of exchange traded funds, an innovative, index-based tool that allows sophisticated investment professionals to day-trade funds, just like equities. Key challenges • Whilst iShares enjoyed 98% brand awareness and were the monopoly provider on ETFs at the time they had secured less than 1% of the total funds under management of the total investment market. • In reality ETFs outperformed fund managers in 75% of cases. • In 2008 iShares experienced many new competitor entrants which prompted a need to re-establish iShares as market leader. Key achievements • In November 2006 I led the pitch that secured the first fully integrated account for Leo Burnett Group using full 360 media, targeting asset and fund managers in the Big 5 investment banks, delivering a fee income of £1.2m. • Through research I established the key barriers to adoption by the target market as a lack of awareness of how ETFs could be used in a very sophisticated way. As an index it was considered to be a commodity-based product, low interest and low involvement. • I established the key benefit of ETFs as freeing up more time so enabling the target to focus on the higher risk, higher return part of their portfolio investment strategies which I articulated as a new brand positioning for iShares as ‘freedom to excel.’ • I led a fully integrated team of above and below the line creatives that resulted in a new creative platform using all media to communicate the new positioning launching across eight key European markets in 2007. • Working with iShares global brand team to rearticulate the brand story I identified five new message pillars that set them apart from the competition. This culminated in the launch of a pan-European re-brand including a stand-out new look and feel and full multimedia, execution from above the line press to digital direct mail, PR, sales literature and training. • After a standing start of £18bn assets under management (AUM) a campaign involving a three month intense media burst in all key European markets resulted in iShares exceeding their annual target of £20bn by £4bn. This was against a backdrop of particularly challenging times within the investment banking sector. • This approach of integrated campaign planning which I established has become the de facto model for the Leo Burnett group, helping the agency to restructure for the new integrated world. Client: Fiat UK 2007-2009 Key achievements: • Responsible for the repositioning of the Fiat brand via the launch of the Fiat 500 to address brand perceptions of unreliability. • Established a pre-order programme via direct channels that led to a total of one third of annual sales booked in one month prior to launch event. • Created a major launch event for the Fiat 500 at the London Eye.
• Accountable for the overall quality of the planning product with all clients. • Participated as a member of the Group board, the London agency executive and the Zalpha board. • Lead planner on Sony Europe, Somerfield, Wanadoo, Cahoot and Habitat. • Provided lead planning support to the integration partnership with DDB London, resulting in the formation of the direct brand “DDB touch.” • Provided planning support to the network agencies across Europe (pitching and client development) • Led new business pitches (between 2000 and 2005 I led and won pitches worth £8m of annual agency income) • Managed, developed and led a planning team of 23 people. Client: Wanadoo 1998 – 2006 Key Achievements • Delivered a customer segmentation solution combining both behavioural and attitudinal data. • Key player in the development of the “Wanadoo today” brand platform. • Developed a new customer communications strategy with variable messages, offer and creative. • Applied these insights to optimize media planning for customer acquisition. • Helped the client reduce costs via better planning of network bandwidth requirements • Responsible for delivering £0.5m of planning income over a two year period. Client: Pfizer Viagra 2001- 2006 Key Achievements • Launched an initial pilot in the UK using a fully integrated channel mix above and below the line • Facilitated an increase in retention of 22% compared to control, delivering a positive ROI within one year. • Adapted the strategy for seven other major markets US, Japan, Korea, Brazil, Spain, Germany, and Italy. • Delivered £1.0m of annual income of which 60% planning driven in the first two years. • Expanded the client relationship into two other drug therapy areas. Sony Europe 2003 –2006 • Responsible for planning across Sony’s home entertainment, Walkman, digital imaging product groups developing an end to end customer relationship management approach, an over-arching communications strategy, working with a multi agency team including Fallon, to deliver an integrated approach to communications. • Delivered incomes of £900k, £250k of which was fees for planning.