01 Transformation: Navigated a Media, Publishing and Events Business through the Pandemic

On the 17th March 2020 Ultima Media exited the building for a new remote working life and a week later the formal COVID UK lockdown started. Revenues came to a screeching halt and cash-flow significantly affected, we focused on two things. Reducing costs quickly and activating digital activities even more quickly. Stopping print production, distribution and freelance costs, shorter working week, renegotiation with HMRC and office landlord and a leaner restructure coupled with a shift to livestreams, digital events, e-editions and paid for content

02 Initiated and set out brand extension strategy for BBC Worldwide

Resulted in £500k+ incremental revenues: events, publishing, digital, content syndication, acquisitions. Led and closed deals to acquire licensing rights to Lonely Planet, Masterchef and Human Planet.

03 Launched Ultima Media’s digital broadcast programme

Livestreams, on-demand webinars, conferences, e-editions, video and podcasts through both internal and external resources and technology partnerships, resulting in higher margin digital portfolio.

04 Digital Transformation for a Traditional B2B Print Publisher.

A traditional global B2B publisher and events business, the focus was predominantly on print magazines and events with little appetite for change and declining revenues. A new business strategy and plan was activated that included reviewing its business and product portfolio and assessing where to prioritise resource. The result was investment in a new CRM platform for sales, marketing and finance, less reliance on unprofitable print products, expansion of its portfolio of digital products and the introduction of a paid for Business Intelligence product.

05 Digital Transformation through Data

It was identified for this business, that in order to remain competitive and grow, it needed to re-define its business proposition around data and audiences. The first stage was to undertake an audit of its existing data points for assessment (including what it was currently spending on CRM/Data/Technology/. The second stage was to bring together all teams in the business that would be affected including, sales, finance and marketing. The third stage was to identify whether in-house build or off the shelf SAAS were the best options. The fourth stage was to identify potential suppliers for tender to kick start the process. The final stage was to negotiate scope of works, financials and contracts. As a result of this process a new CRM platform (along with new website platforms) were implemented, enabling all sales, marketing and finance teams to view all audience and data from a single point AND saving the business in excess of £150,000 compared to its investment in the previous three years {Ultima Media}

06 Customer Segmentation & Buyer Intent

Delivered +34% revenue & +41% contribution: £150m turnover business; £15m+ marketing & distribution budget. Launched global first ‘download to own’ films (King Kong) & oversaw UK film acquisition & distribution. Created consumer segmentation model that re-defined retail & digital product distribution & communications {Universal Pictures}

07 Marketing Technology: Audit & Review

Reviewed and audited the digital footprint and marketing technology of this business, applying 5Ps model: planning, platforms, people, procurement and process (adapted from Martech Alliance) which resulted in wholesale change around retaining, losing, optimising and acquiring new marketing technology to fit objectives and goals of the business {Ultima Media}

08 Business & Digital Transformation from Legacy Contract Publisher to Content Marketing Agency

Archant Dialogue, whose pedigree lay in only primarily print products, was missing out on providing its existing clients and new ones an expansive digital offering. A re-defined proposition to that of content marketing agency resulted in a 2 year turn around from £4.6m to £6m revenue & £900k margin improvement, operational efficiencies, streamlined portfolio, new pricing structure, new business wins, commercial development, content, commercial models & company restructure {Archant Dialogue}

01 Sustainability assessment & audit for a Global Experiential Agency: 5 key pillars: Knowledge, Learning & Training; Supply Chain; Getting to Net Zero, Circular with Sustainable Procurement and new income streams.

02 Advisory for a field marketing services agency which resulted in a plan to integrate business operations with sustainability practices (fleet management, training, go-to-market, and net zero pathway.

03 Advisory for a sustainability technology company which resulted in a plan to implement sustainability practices across its own operations.

04 Carbon accounting with several media, marketing and marketing services companies including an emissions reduction plan for a £12m, 200+ employee Learning Provider, a global marketing services agency and a global B2B media company.

05 Advisory, sustainability pathway and carbon footprint audit for a NHS Hospice

06 Sustainability in Marketing & Net Zero Training & Workshops for Media, Publishing, Advertising, Events Businesses and Associations

Hosted a number of webinars on sustainability and Net Zero including Thames Valley Chamber of Commerce, Distripress Association, AELP and NQA amongst others. A course director for sustainability at The Chartered Institute of Marketing, delivering learning, training workshops on sustainability in business and marketing

01 Creating Financial Dashboards.

Having a clear understanding of how the business is performing on a week by week, month by month basis is critical. We found in many businesses a lack of financial monitoring and measurement and so we have created each time a suite of tools to monitor and measure budgets, sales, revenue, costs, margins, profitability, mark ups, overhead, cost efficiencies, investment and much more. It has transformed the way many businesses have managed their businesses, identifying where they made the most revenue, profit & cash and helping them identify how and where they needed to concentrate most effort, resource & cash.

02 M&A | Strategic partnerships.

A UK content marketing agency wanted to identify acquisition targets. We discussed their criteria, profiled a number of potential targets, worked with an M&A intermediary and set up meetings. As a result the agency shortlisted two opportunities and ended up establishing a strategic partnership rather than an acquisition {Various}

03 Print & Mailing Savings

A full market review was undertaken for this print magazine business which included an audit of both its production and global mailing prices and competitive tender. As a result, they remained with both print production & mailing incumbents but on more favourable pricing and commercial arrangements, securing an average of 18% savings across print and distribution and a new benchmarking methodology to measure improvements {Various}

04 Office Contract Lease and Dilapidations.

This business came to the end of its office lease contract and found itself with a few surprises including a schedule of dilapidations and costs it had inherited. After a full audit and review the costs were reduced by 50% and a new lease contract entered into which included refurb costs and nine months free rental on a new five year term. The advice is, push back when you are exiting a lease but ensure you have all the right provisions going into a new one.

05 Cost Savings & Procurement for Various Companies

Audited supplier contracts resulting in over £12m in savings including print, IT services, CRM, marketing and business services {Various}

06 Restructure, Funding and Turnaround

On joining as CEO, task immediately changed to that of survival and transition. Despite £3m Film Council funding and additional commercial revenues, the organization announced that it would run out of cash within 12 weeks. Within 18 months the business had restructured and new sources of brand / commercial funding & investment had been secured which resulted in profitable turnaround: Spearheaded restructure and achieved £250k through efficiencies and secured £500k emergency Govt funding: Established new strategic plan: talent foundation; digital & IP rights & distribution and CRM: Delivered £200k ‘profit’ to 2011 EIFF to sustain Festival business over the following FY {Edinburgh International Film Festival}