Strategic Impact
What changed as a result
For more than 20 years, Naomi West has led marketing and business change within complex international organisations, often at points where existing ways of working were no longer delivering what the business needed.
Her work has included reshaping global marketing teams, developing new commercial propositions, improving customer engagement, increasing digital adoption and redesigning operating models during periods of significant change.
The examples below show the challenge faced, the work undertaken and the result. Each situation was different, but all required a clear view of the problem, decisions that crossed functional boundaries and the discipline to carry the work through.
The outcomes are measurable because the work was tied to a real business need from the outset.
Rebuilding the operating model around commercial priorities
Following a major organisational refocus, the existing marketing model no longer matched the needs of the business. Resources were spread across too many priorities, specialist expertise was fragmented and supplier use had become difficult to manage.
The global operating model was redesigned to create clearer ownership, bring specialist teams together and direct investment towards the areas with the greatest commercial value.
Top 5% employee engagement maintained through change | £300k+ saved | 30+ suppliers consolidated
Using customer insight to focus engagement
Customer activity was taking place across international markets, but teams lacked a consistent view of which audiences, accounts and content were generating a meaningful response.
A more connected approach brought together digital behaviour, customer insight and strategic account activity. This helped teams focus effort where it was most valuable, improve the relevance of engagement and support the business in maintaining its market-leading position.
100% increase in website traffic | 32% increase in strategic customer engagement
Turning digital investment into customer adoption
A major digital service had been launched, but adoption was being held back by established working habits, inconsistent regional engagement and uncertainty about how the platform should be used.
The global adoption programme focused on those practical barriers, equipping regional teams to support customers more effectively and making the service easier to understand and use as part of the wider customer journey.
37% increase in digital adoption