MARKETING CAMPAIGN

Service Line Campaigns

Enterprise campaigns created by combination of agency and internal creative services team resources with successfully achieved business goals of scalability, centralized and optimized insights, reduced creative production expenses and strategic bulk purchasing of advertising placements

The Business Challenge.

Within the United States markets, after consolidating creative services from 15 siloed divisional teams into one centralized unit, we established a newly formed creative strategy team. I assumed leadership of this team with a clear mandate: to standardize the diverse paid media creatives across divisions, ensuring a cohesive visual identity. Moreover, our focus extended to rigorous testing and analysis to uncover the most effective creative tailored to each market, service line, demographic and platform. Our goal was not only to optimize ROI and engagement, but also to elevate the overall effectiveness of each paid media placement.

The Creative.

Collaborating closely with the Brand team and an exclusive agency, we developed a comprehensive suite of creative options curated specifically for my team’s use and deployment to the 16 divisions. Optimizing our vendor relationships and newly formulated centralized resources, we leveraged insights from focus group studies, trigger word analysis, and creative format preferences across service lines, among other strategic inputs, Brand and Creative Services collaborated to populate a centralized library. This effort culminated in over 2,500 assets, covering all service lines within the enterprise. These resources not only met the diverse needs of various audiences and divisional nuances but also ensured an ample supply of creative material for ongoing updates and refreshes.

The Results.

Collaborating with Brand to create a scalable model, we implemented a decision hierarchy and standardized processes for various teams across the enterprise involved in the newly created service line campaigns. We also centralized reporting, analysis, and outcomes providing us with centralized insights and the ability to better and more quickly leverage data to optimize and strategize the new creative campaigns more effectively.

The new model also introduced councils and checkpoints to streamline operations, minimize redundancies, foster clear communication channels, and establish a platform for ongoing development and enhancement of the model.

In addition to the success of the new model, collaboratively with the other enterprise teams, all benchmarks and business goals were exceeded with the enterprise having a record year. Overall revenue grew by 7.86% with a total revenue increase of $4.735 billion and a #62 ranking on the Forbes Fortune 500 list.

The team.

Director of Creative Portfolio Strategy: Lisa Garcia
Creative Regional Directors: Meredith Zingle, Alex Hoffman, Lizz Sadler
Key Stakeholders: Chief Brand Officer, VP of Creative Services, Group VPs of Marketing, Division VPs of Marketing, AVPs of Brand, Directors of Brand, Directors of Digital, AVP of Analytics, AVP of Operations, AVP of Design, Director of Creative Strategy
Special Thanks: To my team. You dealt with a LOT of change and even though I didn’t always have the answers we wanted or needed, we always found a way – together. I’m perpetually in awe of your personal power and talent. You are the core reason this model was as successful as it was and will continue to be in the years to come.

Personal achievement: Managing change expeditiously and efficiently meanwhile managing stakeholder expectations effectively
Personal learnings: Empathy is the cornerstone of collaboration. Reminding myself and coaching others to lead with we instead of me can be a mountain of a task, but the view from atop that mountain is a surreal one.