Adrian C

Member of the Senior Executive Team reporting directly to the CEO and responsible for advising and presenting to a Committee Board.

Primary objective = transformational change. Part of the Club’s evolution and strategic drive toward renewal and rejuvenation - to build on 150 years of history but with a clear view of the needs of future Members. Maximise Member engagement in the Club, ensuring the Club’s service experience and physical offering drives activation from the current Membership and critically, building a pipeline of new Club Members.

• Successfully re branded the Club to refine the corporate image and redefine the values it wanted to be famous for.

• Created and executed the Business Development and Sales Strategy to reinvigorate the Member database with a new, younger and more diverse cohort. The creation of Personas provided clarity and simplicity to generate successful results. Paid digital marketing drove lead gen from key target markets. New Member growth was 153% year on year. Female representation accounted for 40% of all new Members in 2021 alone, and the whole female base grew 129% in 18 months. The average age of new members dropped by 14 yrs from 61 to 47 during this time.

• Bolstered the content strategy to better engage both prospects and existing Members. The development of the CEO Video Updates series yielded an increase in social engagement by 380% together with expansion of social media activity delivered improved Member engagement by 4X year on year.

Matrix structure - accountable to the Regional Managing Director (APAC) + the Vice President Marketing Products + Senior Vice President Global Partnerships (both USA based).

This role was crucial in managing $100m worth of supplier contracts in region. Virtuoso AUNZ consisted of Member businesses with turnover of $1.3bn. Responsible for design and implementation of the APAC regional business plan focusing on delivering ROI in marketing programs and maximising the monetisation of preferred partner revenues. The role strived for brand equity, partner investment and improved sales and commercial performance.

• Advised Global Marketing teams on the creation of new products, and the improvement of existing products, for APAC region and revenue maximization. Channel bundling yielded additional $140k from 11 apathetic travel partners in 6 months.

• Collaborated with Global Product and APAC travel supply partners to create annual marketing & event investment plans. Investment grew 24% in 2018v17, then 49% in 2019v18. 33% more partners invested in 2019v18 and spent 14% more on avg YOY.

• Creation of annual contracts, commercial terms, business plans and governance of the major supply partner account plans, in region. Overall Preferred Product sales grew 28% in 2019v18. Cruise sales up 40% 19v18 – associated Overrides negotiated grew 33% in 18v17, and then 56% in 2019v18.

• Provided advice and direction on new strategies to pivot domestically during COVID crisis and recovery which took on a heavy domestic partnerships focus. Generated incremental $120k during 2020.

Accountable to the Brand General Manager + EGM Global Marketing

Setting the strategic marketing direction and developing the annual marketing, destination and co-operative plans for the brand whilst leading the development of communications and product offers to optimise the brand value proposition and target customer segment revenues.

• Part of brand leadership team responsible for turnover growing by 220%, business numbers (travel agencies) doubling, travel advisor numbers increasing by 76% and EBIT growing 250%. The brand was consistently awarded as Flight Centre Travel Group’s Most Productive and Most Profitable Leisure brand each year.

• Entrusted as the global brand steward for growth, expansion, positioning and enhanced equity utilizing research, net promoter and feedback loops between international regions.

• Proudly led the successful 12mth rebrand project refining every customer touch point from retail experience and store fit out through to website, merchandise and tone of voice.

• Managed, nurture, grew and enhanced relationships with stakeholders, industry suppliers, agencies and contractors that saw co-op income grow over 300%

• Effective people leadership with ongoing training and professional development of 100% of team. Over 7.5 years attrition was less than 10%, with high performers regularly rewarded with attendance at FCTG Global Gathering internationally.

To drive the development and implementation of the Direct Marketing plan for Flight Centre’s leisure brands whilst maximizing enquiry and database growth for the Flight Centre brand.

* Management of $7m annual Direct Marketing budget

* Design, control and execution of groundbreaking Flight Centre data CRM project with propensity modelling, segmentation scoring and ROI analysis

• Regular reviews of third party supplier contracts, costs and value provided – market health checks into Direct Mail costings saved >$100k per year. Successfully negotiated contract with new Email Service Provider to save >$250k each year