PROOF IN THE WORK
What the work looks like when it moves.
Three examples, in different categories and at different scales.
RETAIL · NATIONAL CRM & LOYALTY PROGRAM
Rebuilding CRM and loyalty into a share of the business.
13% → 23%
of sales from loyalty members, in one year
THE SITUATION
The national loyalty program ran on plastic cards dispensed from in-store kiosks, a separate website, and a legacy CRM platform. Members accounted for 13% of sales, and the program had no clear path to growing that.
WHAT CHANGED
The program was rebuilt from the foundation. CRM moved to a new platform on a new database. Physical cards and every in-store kiosk were replaced with digital wallet membership. The program site was folded back into the main site as a single account. Over 150 triggered journeys launched in six months, and the program relaunched nationally with new branding and nine member benefits.
WHAT MOVED
Loyalty member share of sales rose from 13% to 23% in a year. A 500,000 net-new member target was met two months early and closed the year near 637,000, growing a further 11% the following year. The work was recognized with national industry awards from Loyalty360 and the Retail Council of Canada.
HOME SERVICES · MULTI-BRAND PORTFOLIO
Matching the investment model to the growth ask.
1.2% → 3.3%
of addressable revenue in working media
THE SITUATION
Across three brands, the portfolio funded growth-level retainers, creative, sponsorship and CRM while running paid media at maintenance-level spend. Each investment made sense in isolation. Together they were not aligned to the growth the business was asking for.
WHAT CHANGED
The investment case was built twice, using two independent methods with separate source sets, and only carried forward because they converged. The agency was also asked to underwrite a cost per lead and a monthly lead volume against the budget, which had not previously been committed to.
WHAT MOVED
Leadership approved a hybrid operating model: reallocated working media, an internal marketing hire, and specialist external support scoped against defined work rather than a general retainer.
GLOBAL RETAIL · ENTERPRISE
Turning a thousand use cases into a capability.
~1,000
marketing use cases structured into a focused capability set
THE SITUATION
A national market had written out its full marketing ambition as around a thousand individual use cases, each a reasonable request in its own right. There was no framework for comparing them, no view of which ones mattered commercially, and nothing leadership could make a decision against.
WHAT CHANGED
Use cases were categorized, consolidated into a set leadership could actually assess, and ranked on commercial marketing potential rather than volume of demand.
WHAT MOVED
The result became the foundation for the capability work that followed, moving into CRM and personalization activation with global teams, market teams, specialists and delivery partners working from one set of priorities.
Selected examples are anonymized.
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