Computer Science, Business Management, Biology and Physics
Executive Director of Strategy at Cause Analytics
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Computer Science, Business Management, Biology and Physics
Born digital, hungry for big data. Business intelligence and analytics professional sharing 11 years leadership excellence in digital business transformation.
AUTHENTIC LEADERSHIP OF SALES & MARKETING ANALYTICS
* Executive strategy and planning
* Passionate thought-leadership
* Multi-channel, inbound marketing
* Mobile and digital transformation
* Customer insight and nurturing
* Cloud analytics, big data and BI
Embracing marketing as the centre of gravity for analytics. Reaping dividends by focusing on outcomes for individual clients.
Data alchemist: blending vivid, visual storytelling with robust insights. Data-driven and nimble minded.
Championing cloud services and business process outsourcing to rapidly scale-up revenues. Connected, supportive and trusted.
Business Intelligence-as-a-Service (BI-SaaS). Dedicated to organisations that want to anticipate change using data.
> IMPACT: Enabled better decision-making for clients which achieved growth, savings and positive local impact.
> OUTCOMES: ROI for international clients - UK Cabinet Office, Charity Commission and California State University. Deployed the Data Fusion Centre: unique BI platform that delivers custom dashboards faster than competitors.
> OUTPUTS: Self-service business intelligence and analytics engine. Solution requirement specifications for data transformation, warehousing & master data management. CauseAnalytics.com website. Anticipate Change blog.
> PROCESS: Client-facing management consultancy. Commercial partnership with data and technology resellers. Building out the sales, marketing and support organisation. Exploiting data analysis for marketing automation.
> INPUTS: Microsoft Power BI, Tableau, Roambi & Qlikview. Recruited and led analytics team of 12. Offshoring. BPO.
> RESPONSIBILITIES: Bid winning. Marketing & competitive intelligence. Financial planning & budget optimisation.
Enterprise resource planning (ERP) and financial data platform. Cloud and managed services. Business intelligence. People-centred business consultancy for services organisations. 26 countries. 4k employees. $645m (£400m) turnover.
> IMPACT: Enabled UK’s Department for International Development (DfID) to improve its data quality and aggregation effectiveness. As the primary author of the company's UK Cabinet Office's white-paper consultation submission on open government and Intellect UK's government consultation on open data in the public sector, fulfilled his mission of having a positive impact on national policies, which changed in many respects thereafter.
> OUTCOMES: Consulted local government on financial transparency. Achieved unprecedented cost savings for adopters. Constrained and averted information overload. Successful product transition to an as-a-service model.
> OUTPUTS: Design and delivery of social marketing and global social adoption programme. UNIT4 Data Services.
> PROCESS: Head-hunted by managing director to be executive advisor. Established content marketing service using intelligence methodology. Fluency in running social enterprises put him lead on National Health Service (NHS) and university shared services centres for procurement and finance. Solution-selling & social sales funnel.
> INPUTS: Marketing & sales team of 25. Development team of 14. Salesforce, Radian6 social analytics & Hubspot.
> RESPONSIBILITIES: Business transformation. Shared service go-to-market strategy. Head of Social. Data services.
Using technology, training, advocacy and negotiation to unlock non-personal, public information - enabling citizens to work with it to create and share knowledge freely. Ambassador for Civil Society at The Open Knowledge Foundation.
> IMPACT: Open government licence mandated for Charity Commission and UK Department for International Development. Web analytics reported NGOs impact in advocacy work up 60%. Recognised for technical leadership in bringing the free-software & government transparency communities to the attention of executives.
> OUTCOMES: NGOs grew income 15% by captivating their target audience using data visualisations, maps, dashboards and benchmarking KPIs to demonstrate transparency. Cost of online data publication down 80%.
> OUTPUTS: Open data analytics. Data service to rapidly anonymise, redact and re-purpose data. Location-based services/apps. Energetic blogging, social media, personal networking and event outreach using data storytelling.
> PROCESS: Best-practice and policy development for transparency, information security and cybersecurity.
> INPUTS: Microsoft Excel & pivot tables, Google Refine, open APIs, Linked Data, Open Data web services mashups.
> RESPONSIBILITIES: Independent advocate. Pioneering openness and data collaborations in NGOs and charities.
Improving quality of life by helping build stronger young professionals, job-creating startups and local networks.
> IMPACT: Prevented $24.2m (£15m) of community facilities demolition. 32k attended fundraising events. 5 local start-ups.
> OUTCOMES: Membership target exceeded by 245%. Informed government third sector transformation strategy.
> OUTPUTS: Charity foundation provided support for local start-ups during significant economic instability.
> PROCESS: Launched social enterprise. National marketing campaigns: localism, big society and STEM shortage.
> INPUTS: 45 community organisers, philanthropists. Salesforce CRM (admin and analytics). Managed 8 projects.
> RESPONSIBILITIES: Programme management. Grants. Led social entrepreneurship & venture philanthropy team.
Predictive analytics algorithm and digital rights management (DRM) start-up from De Montfort University.
> IMPACT: European universities undertook big data technology transfers to six commercial projects in UK & EU.
> OUTCOMES: Spin-out business investments up 30%. Watermarking platform sold to public-private consortium.
> OUTPUTS: UK’s 1st digital file-tracking and auditing system that embeds covert watermarks in MP3s which can be detected over-the-air, without DRM. File-sharing monitoring dashboards. Data protection & ethics policies.
> PROCESS: Commercialisation strategy. Stakeholder management. Evaluating business requirements and systems. Process reengineering operational models. Targeted analytics discovery and exploratory data mining.
> INPUTS: Profs., PhDs and quants (data scientists and statisticians). Big data from peer-to-peer music networks. Machine-generated data (M2M) via mobile sensors and wearables. Predictive analytics with deeply integrated AI.
> RESPONSIBILITIES: Programme management. Partnering to capitalise on emerging music subscription services.
E-commerce and customer relationship management (CRM) software-as-a-service (SaaS) integrator.
> IMPACT: Consumerisation of e-business solutions. Penetration of UK’s high growth, small-medium business (SMB) market including: fitness & health, food & lifestyle, independent record labels, accommodation & tourism.
> OUTCOMES: Online sales up 185%. Customer satisfaction up 40%. Led change management for Verseca merger.
> OUTPUTS: Unified e-commerce and social CRM (Web 2.0). Acquisition of IT platforms and intellectual property.
> PROCESS: Qualitative market research into dot-com bubble survival-factors for SaaS providers. Applying and communicating engineering best-practice. B2C and B2B consultancy. Agile software development outsourcing.
> INPUTS: Adobe Business Catalyst, ElasticPath, Google Analytics, UML, Eclipse IDE, Amazon Web Services & RESTful APIs.
> RESPONSIBILITIES: Business development. Enterprise architecture. Pre-merger strategic alignment with Verseca.
Largest record-label specialising in advertising, film, karaoke and ringtone licensing. Media and entertainment technology industry-leader for over two decades. Europe-wide subsidiary of Slep-Tone Entertainment Corporation (US).
> IMPACT: Sound Choice became forerunner in digitisation of the backing-track industry. Its recordings are available by the tens of thousand on digital music services including Spotify, heard by millions as ringtones, enjoyed in films including Shrek, sung to as karaoke tracks across Europe, and played in sports ads worldwide.
> OUTCOMES: Drove user-base growth by voracious adoption of disruptive innovations in music, video and mobile. Profits rose by 25%. Delivered dividends in 12 months. Turnover up 310% via retail sales. Saved $275k (£170k) via data-driven insights and fulfilment automation. Product diversity strategy built resilience. Reduced risk through divestment in anticipation of ad-supported, on-demand streaming media services and inevitable decline of DVDs.
> OUTPUTS: UK’s 1st MP3 realtone for mobile, 1st 'low cost' multiformat DVD player. Karaoke TV & mobile app.
> PROCESS: Premium-billing. Distribution relationships. Partnerships with national magazines. Ran exhibitions.
> INPUTS: Led management team. Governed $1.85m (£1.15m) budget. Setup ElasticPath e-commerce ‘path-to-purchase’ online marketing funnel and content distribution network. Internet of Things (IoT) logistics & inventory analytics.
> RESPONSIBILITIES: Winning capital investment. Building European business. Leading globalisation of sales. Offshoring manufacturing to China. Optimising online sales, retail returns and electrical product manufacturing.
Canford, Dorset, Southern England - Top 10 independent co-educational establishment in Great Britain.
A-Levels: 4 A-grades in Computer Science, Business Management, Biology and Physics. 11 GCSEs A*/A-grades.
Internships: JPMorgan Chase & Co. (Apr ‘01), University of London (Apr ‘02), Continental Capital Management (Jun ‘02)
His interest in commercialising Bioinformatics led to studying Biology, self-financed through the sales of the facilities management software he'd built in between classes. He imported and sold wireless network infrastructure widgets and ran two 'alternative media' advertising publications.
Collins and Pidsley’s verse on the British New Labour government of 1997-2010 explores the many aspects of Tony Blair’s record including his belief in the centralisation of power, his excommunication of those in the Labour Party who were “off-message”, his overt attempt to control the “national narrative”, his neutralisation of Parliament and the UK Cabinet as institutions for scrutiny of government policy, his consistent bias in favour of state power and committing British troops to four overseas invasions of other countries.
Whatever one may think of Blair, it is difficult to deny that he was the dominant politician of his era. Before George W Bush was elected in 2000, Blair had already established a reputation as the leading ideologue of Western military intervention. He brought a reluctant Clinton to commit force to Kosovo, intervened in Sierra Leone on his own authority, supported Bush on Afghanistan and played a leading ideological role in Iraq.
BLAIR -- explores Blair the individual and the various larger-than-life characters who made up the Labour era, from Gordon Brown to Peter Mandelson, Alistair Campbell and Cherie Blair. After the array of New Labour autobiographies, biographies and apologias which followed thirteen years of New Labour rule, Warwick Collins (1948-2013) and David Pidsley’s humorous and thoughtful account provides a vivid and timely antidote. The managing director of John Murray publishers described BLAIR as having “real moments of great style, wit, satire and rage”.
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