Transform the organization from a product-focused to a customer- and data-driven global omnichannel retail operation, while managing the Global Brand Communication Team from Ålesund, Norway.
Execution
Transformation of ways of working
- Co-pilot to the CMO: My primary mission was to transform the organization from being product-focused to a data-driven, customer-centric one. This involved redesigning processes for the annual campaign calendar, budgeting, and the development and rollout of campaigns, engaging with 12+ internal and external stakeholders.
- Integrated end-to-end process: I conducted multiple one-on-one sessions that resulted in an initial process flow concept, which was reviewed by the stakeholders. After several iterations, I secured full commitment from all stakeholders across HQ, regional, and local markets.
- Implementation: The new way of working was introduced to the day-to-day operations, starting with the upcoming campaigns in the calendar.
Team transformation
- Employee experience: Although not part of my initial scope, I took the initiative to improve the working conditions of the Global Brand Communication team, which had been facing prolonged high-pressure workloads, affecting output quality and leaving talent untapped.
- Team development plan: I held individual meetings with each team member to discuss their past, present, concerns, and ambitions, and asked them to quantify their workload—numbers speak volumes. This was translated into individual and team development plans, which I shared with HR.
Operational management
- Campaign development: Leading the team and external agencies in the development of global omni-channel campaigns, including localization and rollout to local markets.
- Campaign management: Overseeing the rollout to local markets, from briefing and aligning local market needs to producing campaign assets, distributing them, and measuring results.
- Brand implementation: Though not originally in my scope, I took charge of several marketing projects following the brand’s new positioning, managing external agencies along the way.
- Improving way of working: Optimizing the quality of campaign assets across channels.
Results
Transformation of ways of working
- Successfully implemented a customer-centric, data-driven approach within 10 months.
- Improved working relationship and processes with the lead creative agency, including updates to the MSA.
- Integration of the newly acquired Babyzen brand.
- Approved business case for implementing a Digital Asset Management (DAM) system.
Team transformation
- Introduced a new, more flexible operating model within the team.
- Justified and secured FTE expansion, both short and long term.
- Integrated the former Babyzen team into the global structure.
- Developed well-supported growth ambitions (both individual and team), with HR buy-in.
Operational management
- Launched global campaigns that significantly boosted sales of key products.
- Rolled out a new brand identity, delivering a brand book and developing the brand strategy.
- Created an action plan to optimize packaging design and translation processes.