Role:

Strategic Marketing Director with P&L responsibility for driving performance of the retail consumer, general insurance SBUs, including: the intermediary SBU; high net worth SBU; direct SBU and speciality domestic yacht insurance SBU. Also, Programme Director of organizational transformation programme spanning across the consumer businesses.

Problem definition:

In the competitive environment of the UK for personal lines sector, locating and serving profitable target markets and reducing operating costs were critical success factors.

Outcomes:

As a member of the leadership team, a read shepley executive developed and led the marketing team across the direct and intermediated consumer businesses, engaging diverse skills, such as, statisticians and technology experts into the team.

• Focused on the profitable and dynamic development of the organization’s retail insurance products.
• Increased brand awareness in the UK and Ireland of the multi-brand names and facilitated the consumer business’ move to a mono-brand, working closely with the Life and Pensions businesses and external partners. Managed a seamless brand transition both externally and internally, minimising the need for workarounds and increasing unprompted brand awareness in the consumer markets.
• Proposition development for both intermediated and direct businesses focused at specific target markets identified through consumer segmentation research. Propositions included: worksite (B2E) and other affinity marketing; no frills home and motor; critical illness, personal accident. Developed and implemented an innovative market pricing approach by creating individual P&L accounts for each customer. The delivery of an integrated communications strategy for above and below the line advertising, including media purchasing, public relations and promotional/sponsorship development.  Web-based strategic planning, development and launch. 
• Designing and implementing a single target operating model across the disparate consumer businesses in order to drive profitable growth. The new model detached distribution from back-office functions and launched standardized products and processes across all businesses, driven by one IT platform. The programme involved redesigning the customer experience and the core propositions which spanned across all the business units but using wrappers to suit the different requirements of the customer segments.  The programme also involved the closure of three regional centres, with their replacement by a new, purpose-built call centre.