Tim Eldridge

Public Company; 10,001+ employees; WPP; Marketing and Advertising industry

January 2001 – January 2009 (8 years 1 month)

As Executive Marketing Director, IBM Brand Services, I was accountable for the quality and effectiveness of Ogilvy’s business development, client satisfaction and 360 Brand Stewardship work for its flagship global account, IBM, with particular focus on three IBM divisions, which collectively drive over half of IBM $100bn global revenues, specifically;

~IBM Global Business Services: A global, $18bn business strategy-centered organization that competes with Accenture, Bearing Point, Cap Gemini, Infosys and others.

~IBM Global Technology Services: A $36bn organization providing technology design, support and services to the world’s leading enterprises and governments.

~IBM Global Sales and Distribution Division: The ‘customer-facing’ end of IBM in which client relationship professionals work alongside integrated teams of consultants, sales, product specialists and delivery fulfillment teams, in over 20 vertical industry segments, globally.

Public Company; 5001-10,000 employees; PUB; Marketing and Advertising industry

November 1998 – December 2000 (2 years 2 months)

Relocated from Saatchi London to New York to inject new leadership into the global Delta Air Lines account.
Also helped Procter & Gamble’s Food and Beverage division set a new direction for its Sunny Delight brand.

Public Company; 5001-10,000 employees; PUB; Marketing and Advertising industry

January 1996 – November 1998 (2 years 11 months)

I ran the Hewlett Packard (HP) account across Europe, Middle East & Africa (EMEA) - a hub-and-spoke operation that included 30 cross-functional personnel in the UK lead office and extended teams in 38 countries - and a team servicing national UK accounts. I was a member of Saatchi London's operating board.

Public Company; 5001-10,000 employees; PUB; Marketing and Advertising industry

November 1990 – January 1996 (5 years 3 months)

My initial responsibilities in Saatchi's Greater China operation were twofold. First, help Procter and Gamble accelerate brand development and business growth in China/Hong Kong. Second, lead Saatchi's work on brands like Pampers and Head and Shoulders across Asia Pacific. In parrallel I helped Saatchi expand its local business, attracting new clients like Schweppes, Groupe Danone's Amoy Brand and Borden Foods. Eventually I became the General Manager of Saatchi's strategic hub in Guangzhou, which led all work with P&G in China.

Public Company; 5001-10,000 employees; PUB; Marketing and Advertising industry

October 1987 – November 1990 (3 years 2 months)

At this time Saatchi was building its client service/campaign development models for mutli-national clients, as more and more of them explored ways to improve global brand management. I joined the team responsible for pioneering international account management practices for Procter and Gamble (P&G) across Europe, Middle East and Africa. Initially I was focussed on strengthening the quality of Saatchi client service and creative work in the Middle East, providing direction and support to the company’s affiliate offices across the Arabian Peninsula, Egypt and Lebanon. I travelled extensively in this region, working directly with Procter and Gamble brand management teams in Jeddah and local S&S affiliate teams. On promotion to AS, I focused on P&G’s Pampers brand across Europe. My team led all brand strategy and campaign development across the region, testing and qualifying all brand and new product development initiatives.

June 1986 – October 1987 (1 year 5 months)

Here I cut my teeth mostly on newspaper, magazine, out of home, radio and direct marketing campaigns for UK national accounts like Hays Business Services, Manpower (recruitment), and Haymarket Publishing (What Car?, Autocar, Camera Weekly titles). The agency had the Mitsubishi Motors account, and after a short time the client (previously my employer) asked me to join the client service team, returning me for a while to the automotive sector where the work included brand-centric TV as well as more retail-oriented print templates for regional dealerships at the other end of the spectrum. It was heaps of fun, and a great education, but I yearned for some experience with big global brands on international accounts...