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 · Telkom Consumer and Business
Telkom Consumer and Business, Social to Ecommerce Pipeline
Telkom was the second anchor account during my three years as Operations Director at Traffic Hub, and the work there was broad consumer and customer-base marketing, covering conversation, culture and community, along with the full-funnel retention methodology I designed for the annuity base. My strategic focus was the social-to-ecommerce pipeline, campaigns built to carry through to measurable conversion, with the operational systems to track what was working so that budget could follow performance, and I took a different approach to reputation by going into complaint groups and hostile online spaces as people with names and faces attached, several of which became the most reliable listening posts the agency had. The prepaid fibre campaign was one of the pieces I am most satisfied with, a product launch that needed to land with families making practical household decisions. I built the pricing grid into the creative itself, which sounds obvious and is exactly the kind of decision that gets lost when strategy and execution are held in separate rooms. Managing both consumer and business segments simultaneously required holding two different commercial logics in the same campaign architecture, the consumer logic of household budgeting and the business logic of procurement, a discipline I carried directly into the multi-market work that came later. The operational systems I built here, the tracking, the optimisation cadence and the reporting infrastructure, became the template for how I run performance marketing governance in every engagement since.