Aug 2023 – Jun 2024 · 10 mos

Mar 2020 – Aug 2023 · 3 yrs 5 mos

Oct 2018 – Mar 2020 · 1 yr 5 mos

Apr 2017 – Oct 2018 · 1 yr 6 mos · Greater Sydney Area

Jul 2013 – Mar 2017 · 3 yrs 8 mos

May 2010 – Jul 2013 · 3 yrs 2 mos · North Ryde

• Report to: GM Channels. Supervise: 2
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• Scored first success by creating a solution that would eliminate system crashes. Ground-breaking results delivered four years of data on customer churn, revenue, and volumes.
• Enriched team capabilities. Within three months of tailoring training and communications to individual learning styles, specialists with no experience in SAS programming were delivering complex campaigns and reports unsupervised. Kudos from leadership spurred confidence and engagement.
• Complimented for delivering “the most comprehensive and easy-to-read documents submitted to date”. The Global FDS, were delivered to functional design specifications with an extreme deadline.
• Reduced query time from 30 minutes to just two minutes and reduced risk of error after establishing a marketing datamart that enabled faster access to data and allowed greater time to ‘deep dive’ on analysis.
• Produced a bound, 120-page book of analysis that significantly changed the way the business operated.
• Developed briefing document that guided stakeholders through titles and examples to ensure correct information was captured.
• Implemented a test, learn and refine model for campaigns including control groups for measuring response rates and making recommendations on whether campaigns should be closed, changed or continued.
• Circumvented high-cost, low-return process to target new customers. Result: 200+ customers purchased gas again.
• Combatted arduous task of assigning ‘smart recommendations’ to cross-sell products following implementation of the new CRM system. Composed program to calculate product combinations per SKU based on lift, support and confidence.
• Cut churn report processing times from two weeks to fewer than 10 minutes.

Mar 2009 – Apr 2010 · 1 yr 1 mo

• Challenged pre-conceived ideas with innovative recommendations.
• Eliminated voluminous, confusing presentations and focused on key insights affecting campaigns.
• Generated significant uplift in responses-versus-targets.
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• Analysed campaign performances, collated research, extracted data from the data warehouse, and embedded pre- and post-campaign analytics and recommendations into persuasive PowerPoint presentations. Presented to key stakeholders.
• Built predictive models that segmented customers into the Vodafone Group model, and predicted customers likely to churn or purchase an additional product or service. Models provided crucial information for refining campaigns and in segment reporting.
• Generated a significant uplift in control-versus-target response to ensure Vodafone gained significant ROI from each customer contact. Managed SAS marketing optimisation process that identified the best direct campaign marketing to send to select customers based on models or events.
• Challenged pre-conceived ideas with the question, “How do you define success?” following extensive analysis into how to limit churn. Included key recommendations from research to provide quantitative and qualitative recommendations for future campaigns.
• Delivered pre-campaign analysis to help Vodafone target customers with the right message at the right time.
• Produced deep-dive post campaign analyses complimented by all key stakeholders to General Manager level. Comparisons with work completed previously showed vast improvement in actionable recommendations.
• Built and automated a customer lifecycle model for mobile telephone products. Program was well received and rolled out.

Apr 2006 – Sep 2008 · 2 yrs 5 mos

• Winner, Marketer of the Year 2007 presented at the annual Sales and Marketing Conference.
• Automated more than 200 separate reports saving hundreds of hours of manual processing.
• Cut lead time for daily sales reports by 95%.
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• Promoted to Business Intelligence Manager (from SAS Analyst Marketing) with a brief to implement the SAS Business Intelligence Suite, while training and managing two Marketing Analysts and focusing on channel reporting and direct marketing.
• Spearheaded three ‘quick and easy’ process improvements with far-reaching effects on communications and work prioritisation.
• Collaborated with international IT department to deliver an automated daily budget report that was embraced by the team and delivered gains in productivity.
• Negotiated with vendor to receive free training and a reduction in consulting and licensing fees.
• Won several STAR awards from peers.
• Hired and mentored analysts to high level of competency through training, development planning, and KPI achievement coaching.
• Trained Marketing Team on the use of Cognos Cubes.
• Notable Projects:
• Created an information model for capturing the business definitions of key sales metrics.
• Shaped and presented presentation to the executive team advocating for the establishment of a competency centre. Provided evidence of potential cost savings through formalised approaches to accuracy, centralisation and standardisation.
• Charter member of project team challenged to formulate a new product proving “Ownership is overrated”. Automated reports and tracked success of pilot across nine stores, identifying point of storewide rollout capability, training needs, and incentives.
• Enriched and expedited the process for fixing code when new products were launched or dealers changed.

Apr 2005 – Apr 2006 · 1 yr

• Mastered SAS macro programming.
• Cut lead-time for campaigns from five business days to two.
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• Introduced macros into code that automated dates, provided inbuilt flexibility for adapting to new campaigns, and boosted personal productivity by employing loops to reduce duplicated procedures.
• Established a post-implementation review report that provided insight to management by predicting campaign response rates using a moving average of previous campaigns.
• Spearheaded the organisation’s first centralised wish lists, that allowed campaign exclusions for people who had opted out of direct marketing or required limited contact. Launched process improvement that consolidated all previous customer lists and recorded campaign codes for each contact.
• Gained distinction as the first analyst to code a shell for re-using and changing rules without reinventing the wheel—an effective and simple process improvement that cut campaign lead times from five days to two.
• Transformed time-consuming manual sales reports into a series of automated reports that reduced workloads and liberated staff to focus on other tasks.
• Shared insights with the marketing team by championing the interest level of dial-up Internet service customers being wooed to broadband. Response rates on these campaigns were high, with minimal cost invested in dial-up giveaway promotion.

Jul 2004 – Apr 2005 · 9 mos · Wellington, NZ

• Produced product analysis to forecast popular and profitable products in the annual marketing plan. Analysis consistently won praise for accuracy and industry insight.
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• Recruited with a mission to analyse and compare competitor performances in partnership with the business reporting team. Analysed churn, communications, share of spend, customers, and brand preferences primarily in SAS with some programming in SQL.
• Reduced time consuming data manipulation and processing procedures by harnessing the power of SQL to extract Oracle tables prior to manipulation in SAS. Consistently met deadlines for producing reports to marketing team.
• Enriched marketing team’s understanding of customer preferences and need. Reviewed and combined qualitative market research and internal data warehouse data and presented findings in compelling PowerPoint presentations featuring points of interest, tables and graphical illustrations.

Jan 2002 – Jun 2004 · 2 yrs 5 mos · Wellington, NZ

• Guaranteed environmental and legal compliance through analysis on losses and speed to react to issues.
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• Successful project delivery, superior and consistent performance reviews, and comprehensive knowledge of operations, prompted promotion from Inventory Analyst to CICS Supervisor. Harnessed the power of the database to analyse trends, identify at-risk sites, and investigate potential for fraud and loss.
• In just four weeks simplified the process of asset reconciliations required for equipment depreciations by consolidating six disparate equipment databases to two. Delivered two weeks short of the six-week deadline.
• Presided over successful CICS upgrade testing contributing to seamless rollout.
• Predicted source of fuel losses via evaporation, non-compliance with established procedures, or corrosion. Partnered with up to 250 site managers to launch checks designed to avert potential for money losses and minimise environmental impact.
• Devised product loss investigation manual that detailed step-by-step the processes required for analysing and trending database information that shaped management decision making.