Interim Management Experience

JUNE 2000 – PRESENT

•Marketing Director, Osborne (construction) Sept 2007 – Nov 2008

Responsible for developing and delivering the business development and marketing strategy as part of wider strategic review for Osborne.

Achievements included:

Recommending and starting to implement its five year strategy and the way forward for its marketing and positioning relevant to its key competitors in the market place.Led the change in thinking from a project focussed to a client-focussed approachIdentifying cost saving opportunities (£0.5 million) in its business development approach

• Consultant, MEPC business parks (property / real estate) Apr 2006 – Mar 2007

The role was to advise the Board of MEPC and its majority shareholder (Hermes Investment Management Limited) on its marketing strategy and positioning, primarily from a corporate perspective to increase long term growth and shareholder value. This included reviewing its mission, vision, objectives, strategy and tactics as well as its branding, positioning and proposition within its markets; and the implementation of it via external communications.

•Interim Head of Marketing, RNIB (health charity) Aug 2006 – Mar 2007

Worked with the Board to implement a joined up marketing strategy across the Royal National Institute of Blind People. This included clarifying the products and services that RNIB provides and the segmentation of its customers into logical groupings.

• Business consultant, Seven Summits Performance Jun 2006 – Mar 2007

Advising Rebecca Stephens, MBE on the development of the market proposition, positioning, branding for a leadership and talent development training organisation.

•Head of Marketing, Ordnance Survey (content provider) Aug 2005 – Jun 2006

This role was two-fold:

•to lead a team of 25 to develop the strategy and plans to position Ordnance Survey’s products to its consumer and business to business markets. It also included restructuring the department to reflect the changing needs of the business and its customers;

•to lead a multi-disciplinary team to develop and agree the organisations’ corporate communications strategy to protect its reputation now and in the future.

•Partnership Director (EMEA), OAG Worldwide (content provider) Apr 2005 - Aug 2005

This assignment identified the opportunities for OAG Worldwide (aviation sector publisher and data provider) to develop partnerships – it involved the identification of potential partners, the development of relevant propositions and the negotiation of these deals with relevant third parties.

• Marketing Director, Energy Saving Trust (environmental body) Aug 2003 - Apr 2005

This project involved managing change within a 45 strong department with a £12 million marketing budget. The project included:

a complete restructure of the team (leading to a 10% saving in headcount);the development of the business proposition and the development of an overarching marketing strategy for the business (leading to the appointment of new agencies and cost savings in excess of £1million);Outsourcing of key business functions eg call centre, consultancy and advicea re-branding and repositioning of the business to strengthen its role as a leading authority in the market.

• Business Development Director, Martindale Hubbell (publisher) May 2003 - Aug 2003

An assignment which developed some quick wins to raise the profile of this digital publisher as a thought leader within the legal sector.

• Head of Marketing, Farrer & Co (law firm) Sept 2002 – Jul 2003

The role involved working with legal partnerships to gain buy-in to the benefits of marketing and to develop marketing strategies and planning processes for the firms. Branding was revised and implemented in both cases.

• Head of Marketing, RadcliffesLeBrasseur (law firm) Sept 2001 – Jul 2002

Following the merger of two firms my role was to integrate the marketing and business processes for the new partnership including the launch of the new firm and the development of its brand.

• Marketing Consultant, CIP (leisure services trust) Jul 2001 - Aug 2002

This project developed the marketing strategy for the organisation and implemented a more joined up approach – this led to the re-branding of the business; increasing the profile in the local community and local government sector; and training of employees involved in ‘marketing’ CIP.

• Sales & Marketing Director, Jigsaw Day Nurseries Jul 2001 - Jun 2002

One of the key priorities private equity-backed business was to prepare the company for a trade sale – this involved a focus on increasing the revenues and customer base at the nurseries; and raising the company’s profile, particularly within the trade press and the investment community.

• Consultant, D Young & Co (intellectual property firm) Mar 2002 - Jun 2002

This project involved a competitor analysis of the trade mark and patent market and led to recommendations as to how D Young & Co could raise its profile and increase its market share.

• Head of Marketing, Odgers Ray & Berndtson (recruitment) Feb 2001 - Dec 2001

The priorities for this role were to pull together the marketing collateral for the business – this included firm and practice brochures; a PR strategy; an advertising approach; and its web offer.

• Business Development Manager, British Airways’ Airmiles   Nov 2000 - Jan 2001 With the dotcom boom BA set up a portal where Airmiles could be earned by purchasing goods from an online shopping portal. Working in a joint venture with BT, my role was to identify and negotiate deals with potential partners to broaden the product range and services on offer.

• Marketing Director, CitySprint (logistics) Jun 2000 - Oct 2000

Following the acquisition of four logistic companies there was an urgent need to re-brand the company. This involved communication to a large customer base; retraining of staff; the preparation of sales and marketing toolkits; and the development of branding and corporate identity guidelines for the business.

Interim Strategy, Marketing and Business Development Director

Testimonials

"She really helped us develop our thinking and approach in changing from a project-focused organisation to a client-focused one."

Andrew Osborne| Corporate Development Director | Osborne | December 2008

"Janet was brought in to develop a marketing strategy and restructure the marketing department. She completed several excellent pieces of work and was commended by the Board for the restructuring of the team, branding and segmentation."

Philip Sellwood | Chief Executive | Energy Saving Trust| 2005