About
Commercial Marketing and Growth Leader
Most of my work over the past nine years has been commercial, building marketing functions from a standing start that hold budgets against actuals, report a return to the executive committee and shape which accounts the business pursues, which it protects and where the repeat revenue sits.
Brand and communications is the craft underneath that, carried across nine markets in South Africa, the United Kingdom and the SADC region, and it works because the research, the governance and the operating structure are in place before the creative begins.
Selected Projects
Work across sectors,
markets and disciplines.
What I Bring
"I notice the patterns that repeat across markets and sectors, and I build the structures that turn a strategy on paper into work a business can measure."
Skills & Tools Stack
Skills and tools,
across the stack.
Strategy & Reporting
Automation & AI
Analytics & Listening
Campaign & Paid Media
Governance & Compliance
Delivery & Collaboration
Contact
If the work fits your brief,
get in touch.
Telco · Distribution · DNI Group · 7 SADC Markets
DNI Group, Multi-Market Campaigns
Much of how I think about building for African audiences on their own terms took shape at DNI Group, working inside the dense and fast-moving reality of telco distribution across seven SADC markets. Product and pricing shifted constantly, the customer base was largely expatriate and operating within informal economies, and very few playbooks existed, so almost every piece of work began with deep research and close stakeholder engagement. I led a team of four across product marketing, campaigns and market activation for a distribution base of approximately 30,000 trade agents, with an annual marketing budget of approximately R3 million and return targets set with the executive committee by product economics (roughly 4x on data as the higher-yield line and 2x on SMS and voice bundles, blending out at about 3.2x across the budget). I built the go-to-market by cluster, since rural, peri-urban and urban clusters each needed a different channel mix and a different argument, ran the Vuka Rewards loyalty programme with distributor incentive mechanics designed around regional usage patterns and built the dormant agent reactivation programme that sequenced SMS triggers into in-app and web retargeting, with roughly 30% of the dormant segment returning inside the window and about 62% of those still trading at thirty days. Every brief required setting Western segmentation assumptions aside and starting from what was true about these customers' lives, their trading rhythms, their remittance behaviours and the way trust moves through informal economies. I built the customer journey frameworks market by market, with cultural localisation tested against native speakers before it was tested against metrics. The lesson this role kept teaching me is that rigour in the research phase is what lets the execution move with confidence, and it is the discipline I have carried into every commercial engagement since.