Selected experience
Customer growth, experience and transformation are easy to talk about. These are some of the challenges we've actually worked on and what changed as a result.
Selected work led or contributed to by Kithe & Co's founder in previous in-house, agency and consultancy roles.
Three stories in detail
Not a collection of client names or polished credentials. These studies show what was at stake, the decisions made, the work delivered and the outcomes we can substantiate.
Case 01 / Customer growth
From acquisition costs to renewal and advocacy, the job was to make the entire relationship perform, not just the next sale.
Role Head of Customer, in-house
Organisation Vanarama / AutoTrader Group
Focus Acquisition, CRM, CX, loyalty and retention
A heavily sales-led leasing business needed to acquire customers more efficiently and keep more of them. The customer journey crossed marketing, sales and service. Cost, friction and retention could not be solved by treating those moments separately.
Led the B2B and B2C customer lifecycle and P&L. Connected acquisition, onboarding, customer operations and renewal; redesigned journeys around self-service, organic acquisition and referrals; and worked with frontline teams to improve the experience.
An Amazon direct-to-consumer leasing pilot formed part of a broader move towards a digital-first model.
MEASURED OUTCOMES
Work undertaken while Head of Customer at Vanarama / AutoTrader Group. Results describe the wider in-house customer programme, not a standalone Kithe & Co engagement.
Case 02 / Experience & loyalty
From a transactional loyalty mechanic to a proposition that gave people stronger reasons to become, and remain, members.
Role Managing Partner, VML (WPP)
Client Ford, European and global markets
Focus Membership, loyalty, CX and rollout
A membership offer has to earn participation in very different markets. It needed a clear customer proposition, relevant rewards and the experience standards to make that promise credible beyond the initial launch.
Led customer, membership and loyalty strategy through VML. Expanded the proposition beyond points into emotional, status and experiential value, guided by customer research and persona testing.
Launched the platform across five European markets and helped design the wider guest-experience function, dealership standards and local-market playbooks.
MEASURED LAUNCH OUTCOME
75%member activation within six monthsThe work combined proposition design, loyalty experience, platform launch and local-market adoption.
Work undertaken for Ford through VML (WPP). Platform activation is a client-programme result; agency account growth is deliberately excluded.
Case 03 / Marketing transformation
A transformation of the way CRM and customer communications were organised, measured and governed across a complex account.
Role Managing Partner, Digitas (Publicis)
Clients EE and BT
Focus CRM, operating model, measurement, CX
Customer communications needed to connect the full lifecycle, from acquisition and onboarding to in-life engagement, loyalty and retention. Fragmented decision-making and accountability made that harder to manage consistently.
Led the CRM operating-model programme from diagnostic and stakeholder work to recommendation and partial implementation. Reframed lifecycle ownership, governance, measurement and the connection between brand investment and owned customer journeys.
The target model consolidated governance from five peer leadership roles into one accountable lead, supported by lifecycle-based sub-functions.
STARTING ORGANISATION
5peer leadership rolesDESIGNED TARGET MODEL
1accountable lead, with lifecycle teamsThe operating model was designed and moved into partial implementation. These are organisational design changes, not quantified customer-performance results.
Work undertaken for EE and BT through Digitas (Publicis Groupe). The separate agency portfolio's commercial growth and margin improvement are not presented as client outcomes.
More of the work
Not every piece of work has a headline revenue number. These examples show the breadth of the challenges and kinds of contribution behind our experience.
THE CHALLENGE
Make a mobile network's loyalty offer relevant and useful to SME customers, not just consumer subscribers.
THE WORK
Led discovery, proposition, customer journey, communications and launch through Create Loyalty.
active usage in the first quarter
Previous independent consultancy work through Create Loyalty.
THE CHALLENGE
An ambitious growth and retention agenda required teams across markets and categories to move from questions to testable opportunities.
THE WORK
Designed and facilitated a multi-market workshop and a repeatable experimentation and business-case framework while working at REBORRN.
for experiments, decisions and business cases
Previous consultancy engagement through REBORRN; no commercial outcome claimed.
THE CHALLENGE
Take an established European growth and transformation consultancy into the UK with credible offers, commercial pipeline and delivery capacity.
THE WORK
As interim Managing Director, developed the proposition, methodology, pipeline and team; secured foundational partnerships with Carlsberg, Unilever and Uber.
proposition, pipeline, clients and team
Previous interim leadership role at REBORRN; not a Kithe & Co client project.
THE CHALLENGE
Give customers reasons to engage beyond the next transaction, through rewards, access and experience.
THE WORK
In previous roles at Grass Roots (WPP), led the launches of Club Lloyds and Nationwide FlexOne and contributed to major evolutions of Orange Wednesdays, O2 Priority, McDonald's Monopoly and Vodafone Freebies.
launches, relaunches and programme optimisation
Work delivered in previous consultancy and agency roles, not by Kithe & Co.
The experience behind Kithe & Co
These results come from work undertaken inside businesses, alongside global agency networks and through independent consultancy. That range matters because good recommendations have to survive both the boardroom and the day-to-day operation.
Owning the customer P&L, delivery trade-offs, team decisions and outcomes, not only the recommendation.
Leading multidisciplinary teams and integrating brand, CRM, customer experience and delivery across markets.
Framing ambiguous problems, building capabilities and getting the right people into the room to make progress.
Company logos identify organisations involved in previous employment, agency or consultancy engagements. They are not an endorsement of, or direct client list for, the independent Kithe & Co practice.