LEADING AUSTRALIAN & GLOBAL RETAILERS/ SCALEUPS/ FMCG/ ENERGY/ AUTOMOTIVE/ STATE GOVERNMENT/ NOT-FOR-PROFITS
DIGITAL PRODUCT & SERVICE DESIGN/
Utilising design thinking to structure our approach, we began our process with empathy by conducting firm-wide interviews and in-depth customer research to define user pain points, preferences and attributes. From there, we performed competitive analysis, using popularity, customer sentiment, and relevance as selection criteria of key case studies in a saturated market. We ideated a divergent range of features, value propositions and partnerships, from which we executed a comprehensive low-fidelity prototype and tiered pricing structure. This was progressed by the client’s design team in line with the implementation plan we developed from a desirability, viability, and feasibility assessment.
CUSTOMER & mARKETING STRATEGY/
Acting as Brand, Marketing & Internal Operations Lead on several projects, I managed clients, agency partners, and workstreams. We developed a strong understanding of the current and future state of the market — company, customer, and competitors — through internal service design workshops and external desk research. Findings were synthesised into tangible artefacts such as customer value proposition canvases and customer journeys from awareness to advocacy. We also performed market segmentation and positioning. Once we had established our context, we facilitated creation of the brief, objectives, KPIs, budget and timelines, against which we used the marketing mix — product, price, placement, and promotion — to develop offerings and omnichannel marketing activities. We advised on external and internal initiatives, such as messaging, collateral, customer service flows, and partnership recommendations,
BUSINESS TRANSFORMATION & ARCHITECTURE/
From mergers, to supply chains, to subscription programs, I contributed to the redesign of several functional operating models across complex business portfolios. Developing capability value chains and conducting capability maturity assessments helped us identify where we had to upskill and upscale across people, process and technology. These findings served as inputs into our gap analysis, from which we were able to synthesise actionable recommendations and redefine the client’s organisational structure. Finally, we designed an implementation plan comprising prioritised and well-defined horizons to enable the transformation.
GROWTH STRATEGY/
To determine whether the client wanted to grow into a new or existing market with new or existing products, we first explored four types of strategies — market penetration, market development, product development, or diversification. Once confirming which most aligned with their objectives, we underwent in-depth interviews and market research to identify and understand their target customer, key competitors, industry trends, and growth drivers. We performed market sizing and segmentation, conducted commercial modelling of sales performance and projections, and developed a unique value proposition to guide our strategy. We also identified distribution channels, created pricing models, and determined a marketing strategy, all of which contributed to the final strategic plan and investor narrative.
PROJECT MANAGEMENT/
We initiated the project by defining the scope, as well as key challenges, objectives, and stakeholders, with the aid of tools such as a project charter and responsibility assignment (RACI) matrix. We framed our workflow through development of a project plan, comms plan, regular weekly schedule, and skeletal storyboard for our final deliverable. Throughout the project, we tracked risks, issues and learnings to help monitor and guide our progress.