Spanning a few industries from Banking to Advertising, my work has always been rooted in a common theme: data backed optimization of brand experience along the entire customer lifecycle.
Never be shy to go the extra mile. It's seldom crowded.
Spanning a few industries from Banking to Advertising, my work has always been rooted in a common theme: data backed optimization of brand experience along the entire customer lifecycle.
8 years
12 years
5 years
5+ years
3 years
7 years
Across industries, I have been fortunate to work with some illustrious brands and brilliant minds.
| Financial Services |  |  |
| Consumer Packaged Goods (CPG) |  |  |
| High Tech |  |  |
| Consumer Electronics |  |  |
| Automotive |  |  |
| Education |  | |
| Publishing |  |
Universally mistaken for UI. Elegance is important, but a fanatic attention to user experience is more so: fewest clicks possible; device-agnostic ease of use; important functions most accessible, all the rest out of view. Polished micro-interactions and little touches come later and are the icing on the cake, not the cake itself.
Many beautifully thought-through designs still miss their mark if their implementation lacks finesse. This is why I try to stay abreast of the rapidly evolving ecosystem of frontend technologies such as React/Redux or the wild west of SVG animation. I am quite comfortable with:
Notably, a good design mind will reform any experience, even without prior experience in an industry—whether it's the dashboard of a car, an airline booking system, or a kiosk at a retail outlet.
As the wag said: “What is a data scientist? An analyst who lives in San Francisco.” Whatever the slick title of the month, I find the mechanics of putting data to business use have stood the test of time.
In the late 90s, running an exploratory logit or neural network on around 1 million records of any depth might have allowed you to take a lunch break if you had the best computers of the time; or a beach holiday if you used a humble Thinkpad. Today it is trivial to complete in seconds, without even owning a computer. Platforms have caught up.
What’s more important and hasn’t changed is the need for a comprehensive data strategy that covers the entire customer journey and therefore cuts through silos in larger organizations. Easier said than done, regardless of all the verbiage in annual reports. This holds true whether it's a large retail bank (an industry notoriously behind the curve despite sitting on a deluge of rich behavioral data) or a CPG manufacturer such as Procter & Gamble (an industry that's passionately data-driven, but woefully short of post-purchase customer insight). In this area, I have hands-on deployment experience in:
As with Marketing, everyone thinks they are experts at Strategy. Some actually are.
Working across a few industry sectors will give you a perspective that's remiss in the arsenal of people who have flourished in one. At its heart, broad boardroom strategy is the recognition and leverage of competitive advantage within a context while creating value for all participants involved (except, perhaps, direct competitors). But there's a lot to be said about operational strategy—how one takes a vision and translates it into on-the-ground executional excellence.
In the world of Marketing, this could mean market-entry strategy, or a communications plan to grow the market share of a sagging brand. These strategies look different from, say, the operational mandate to revamp the digital presence of a bank to boost the productivity of online channels or migrate the volume of service requests to less expensive ones. Much of this in an organization of any size requires cultural change, education and idea evangelism. My experiences have covered:
This is pervasive and an essay in itself, but having run websites of my own that received over 75 million clicks a month, and been in charge of the multi-country web presence of a global organization, I am fairly comfortable with:
Much appreciate your taking the time to get to this point. Thank you for reading.