Transformation measured by what changes.

A seven-market e-commerce business needed disciplined growth across acquisition, conversion, retention and operating cost — with one person accountable for the P&L, not just the activity.

Ran the business to its P&L, pulling the levers that move a real number: proposition and range, acquisition efficiency, funnel conversion, retention and operating cost. Used customer and funnel data — including AI-enabled targeting and personalisation — to sharpen relevance and speed up test-and-learn, as one part of a broader commercial playbook.

The strategy itself was not the hard part. The challenge was getting 60+ markets, technology teams and strategic partners to execute one direction without losing local adoption.

Designed and governed a three-year global remote-channel strategy connecting digital sales and service, CRM, technology, commercial governance and partner delivery.

Across 20 markets, leaders could see activity—but not one consistent commercial story connecting customer engagement to conversion and value.

Established a common transformation agenda spanning demand generation, remote engagement, appointments, field and retail coverage, conversion and retention—supported by shared governance and performance visibility.

Customer context and commercial intent disappeared whenever the journey crossed from digital discovery into remote or physical engagement.

Redesigned the end-to-end journey and its accountabilities so insight can travel from digital discovery through assisted engagement, conversion and post-purchase care.

A complex operating footprint could appear productive through activity-based KPIs while leaving the commercial contribution difficult to see.

Connected sourcing, quality, coverage and conversion under one commercial performance model, shifting the conversation from contacts handled to customer and commercial value created.