Welcome to OLIVER, Katy Dunn. 👋
With an impressive career spanning positions at RAPP and IAG, Katy joins the UK Senior Leadership Team as Executive Client Partnerships Director, and will focus on key accounts across fashion, retail and FMCG.
Amina Folarin, CEO, OLIVER UK, said: “This appointment is part of our broader initiative to enhance OLIVER’s senior leadership capability, ensuring we remain at the forefront of marketing innovation and continue to deliver exceptional value through our unique in-house agency model. It follows other recent Senior hires and promotions, including Ed Lee – also previously RAPP – ensuring OLIVER is entering 2025 ready to enable clients to do better and faster marketing, powered by our bespoke GenAI technology offering.”
https://lnkd.in/edP2JCpZ
Managing Director at Oliver | Creative Agency Leader | Global CRM, Loyalty & Customer Engagement Expert | Data-Driven Marketing Specialist | Omnicom University Graduate | Mental Health First Aider
Over 15 years of experience managing high-impact TTL campaigns for industry leaders like McCann London, Sky TV Ltd, and Cosmopolitan Magazine, I am dedicated to turning ideas into successful outcomes.
Here she is... Great to be reunited with one of the best 😘 Katy Dunn.
We're building something special here at OLIVER Agency & The Brandtech Group; a creative company that (shock!) prioritises the business and brand growth of our clients.
Our people, our culture and our model is what sets us apart. And by harnessing class-leading GenAI like Pencil ✏️, we're creating work 62% faster, 55% cheaper and with typically a 40% better ROI than that of a traditional agency.
How? read David Jones prediction in The Sunday Times: "2025 is the year AI will transform advertising - I'm going to make sure it does"
https://lnkd.in/eVmkFmky
Welcome to OLIVER, Katy Dunn. 👋
With an impressive career spanning positions at RAPP and IAG, Katy joins the UK Senior Leadership Team as Executive Client Partnerships Director, and will focus on key accounts across fashion, retail and FMCG.
Amina Folarin, CEO, OLIVER UK, said: “This appointment is part of our broader initiative to enhance OLIVER’s senior leadership capability, ensuring we remain at the forefront of marketing innovation and continue to deliver exceptional value through our unique in-house agency model. It follows other recent Senior hires and promotions, including Ed Lee – also previously RAPP – ensuring OLIVER is entering 2025 ready to enable clients to do better and faster marketing, powered by our bespoke GenAI technology offering.”
https://lnkd.in/edP2JCpZ
Strategic Executive with a Customer-Centric Approach to Growth | Specialist in Marketing & Digital Transformation | Proven in Leading Teams, Embedding Strategy, and Delivering Sustainable Growth as Interim CEO/CDO/CMO
𝘿𝙤𝙚𝙨 𝙢𝙖𝙧𝙠𝙚𝙩𝙞𝙣𝙜 𝙝𝙖𝙫𝙚 𝙖 𝙨𝙚𝙖𝙩 𝙖𝙩 𝙮𝙤𝙪𝙧 𝙡𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥 𝙩𝙖𝙗𝙡𝙚? What about on your board? A great post by the MarketoonistTom Fishburne on the challenges and missed opportunities.
Marketing represents the entire business from the customer's point of view. A high-value customer not only drives revenue but also contributes significantly to profit. A seat at the table places that point of view front and centre to strategic decisions.
However, few organisations place marketing at the table to influence core business strategies. Marketing is often poorly understood, resulting in a lack of investment in key marketing strategies that may not directly impact revenue.
As Tom Fishbourne points out, "𝙩𝙝𝙚 𝙞𝙢𝙥𝙖𝙘𝙩 𝙤𝙛 𝙢𝙖𝙧𝙠𝙚𝙩𝙞𝙣𝙜 𝙬𝙖𝙨 𝙤𝙛𝙩𝙚𝙣 𝙝𝙖𝙢𝙥𝙚𝙧𝙚𝙙 𝙗𝙮 𝙩𝙝𝙚 𝙢𝙪𝙧𝙠𝙞𝙣𝙚𝙨𝙨 𝙤𝙛 𝙩𝙝𝙚 𝙧𝙤𝙡𝙚, 𝙝𝙤𝙬 𝙩𝙝𝙚 𝙧𝙤𝙡𝙚 𝙬𝙖𝙨 𝙥𝙚𝙧𝙘𝙚𝙞𝙫𝙚𝙙 𝙗𝙮 𝙩𝙝𝙚 𝙧𝙚𝙨𝙩 𝙤𝙛 𝙩𝙝𝙚 𝙤𝙧𝙜𝙖𝙣𝙞𝙯𝙖𝙩𝙞𝙤𝙣, 𝙖𝙣𝙙 𝙝𝙤𝙬 𝙩𝙝𝙚 𝙧𝙤𝙡𝙚 𝙞𝙨 𝙢𝙚𝙖𝙨𝙪𝙧𝙚𝙙."
The antidote:💊
🔍 Build a shared understanding of what great marketing looks and feels like.
🎯 Define the role of marketing within the context of the strategic vision and plan.
📏 Co-define the measures for success with the CEO & CFO (even better, engage the board in the process).
🦸♀️ Empower the marketing leader to drive customer focus and insights, helping the business understand the customer's point of view.
It's not easy, but it can be simple.
Does marketing have a seat at your leadership table?
This is the work we do with clients and the result is an impact on revenue and profit, so reach out if you need help.
Marketoonist Creator and Insightfully Funny Keynote Speaker
“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3
“A sign of success by any marketer is if they get sponsorship around the boardroom table.”
I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization.
MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half.
And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.
McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth.
Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured.
When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness.
Abigail Comber suggested marketers remember to think like general managers:
“Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.”
For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3
To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD#marketing#cartoon#marketoon
Transformational marketing leader that makes it count by delivering strategic growth and creating high-impact teams. IBM Alumni
- Expert in #b2b #leadership #demandgeneration #ecosystems #ai
Saw this cartoon of Tom Fishburne today and yes he is once again spot-on on how marketing is unfortunately often perceived - driven by both the poor understanding of the function but often as well due to the lack of business acumen and internal executional support focus that many marketers have. AS I shared in a recent podcast ... have a vision, keep it simple, speak the language of the business and be accountable and you will earn your (proper) seat.
#cmo#leadership#marketingandsalesalingment#marketing
Marketoonist Creator and Insightfully Funny Keynote Speaker
“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3
“A sign of success by any marketer is if they get sponsorship around the boardroom table.”
I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization.
MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half.
And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.
McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth.
Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured.
When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness.
Abigail Comber suggested marketers remember to think like general managers:
“Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.”
For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3
To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD#marketing#cartoon#marketoon
In today's competitive landscape, having marketing represented at the executive level is more crucial than ever. Top CMO’s play a pivotal role in driving both top and bottom-line performance for companies. They craft commercial strategies, shape brand narratives, and lead product innovation and renovation efforts that are not just consumer-centric but also aligned with evolving customer demands.
By integrating marketing into the executive team, companies can ensure that their strategies resonate with target audiences and drive tangible results. Performance KPI’s serve as measurable benchmarks that help ensure accountability and relevance across the organization. This alignment fosters a culture of continuous improvement and enables companies to stay agile in response to market dynamics.
In essence, having marketing represented at the executive level is not just about driving sales or enhancing brand visibility—it's about shaping the company's overall direction and ensuring that every aspect of the business is aligned with the needs and preferences of its customers. As businesses navigate an increasingly complex marketplace, the insights and expertise of CMOs are invaluable assets in driving sustainable growth and staying ahead of the curve.
#Marketing#ExecutiveLeadership#BusinessStrategy#CustomerCentricity#Innovation
Marketoonist Creator and Insightfully Funny Keynote Speaker
“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3
“A sign of success by any marketer is if they get sponsorship around the boardroom table.”
I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization.
MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half.
And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.
McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth.
Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured.
When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness.
Abigail Comber suggested marketers remember to think like general managers:
“Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.”
For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3
To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD#marketing#cartoon#marketoon
In 2023 McKinsey reported:
- companies placing marketing at the centre of their growth strategy are twice as likely to have greater than 5% annual growth.
- the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured.
I find more and more as a marketing leader advocating for what the role can do, outside of what leadership teams tell the marketing team to do, becomes a bigger proportion of my efforts.
A seat at the table is great as long as there are open ears, open minds and respect.
#marketingleadership#respectforexpertise
Marketoonist Creator and Insightfully Funny Keynote Speaker
“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3
“A sign of success by any marketer is if they get sponsorship around the boardroom table.”
I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization.
MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half.
And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.
McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth.
Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured.
When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness.
Abigail Comber suggested marketers remember to think like general managers:
“Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.”
For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3
To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD#marketing#cartoon#marketoon
Yes, marketing needs to work with the company goals but it also has its own set of metrics that are not measurable in any other department within the business.
Brand Awareness is a real thing, that is why a brand as recognisable as Coke still has to advertise, as soon as they stop advertising, their sales and market share drops almost immediately.
The role of a marketer is often poorly understood by the rest of the business and thus not respected enough.
Marketoonist Creator and Insightfully Funny Keynote Speaker
“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3
“A sign of success by any marketer is if they get sponsorship around the boardroom table.”
I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization.
MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half.
And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.
McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth.
Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured.
When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness.
Abigail Comber suggested marketers remember to think like general managers:
“Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.”
For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3
To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD#marketing#cartoon#marketoon
Tom Fishburne cartoons are always on point.
I’ve been writing about this same subject for years:
“MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half.
And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.
McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth.”
#marketoonist#marketing#leadership
Marketoonist Creator and Insightfully Funny Keynote Speaker
“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3
“A sign of success by any marketer is if they get sponsorship around the boardroom table.”
I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization.
MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half.
And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.
McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth.
Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured.
When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness.
Abigail Comber suggested marketers remember to think like general managers:
“Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.”
For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3
To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD#marketing#cartoon#marketoon
Those that know me well have heard me say that too often, I see Marketing "stuck at the kid's table eating mac and cheese - they need to start speaking the language of the business to get a seat at the adult table". (I do love mac and cheese though...) 🧀
In addition, last week, I posted quotes from Gartner's CMO Quarterly for Q1 2024 highlighting the ongoing struggle of marketing leadership to "prove their worth" within organizations.
Some call it "marketing the marketing".
In my opinion, this is 100% reflective of the large proportion of organizations where marketing is still struggling to align themselves to business/revenue outcomes. If marketing is aligning themselves to the right KPIs, they won’t have to “prove their worth” - the results will do it for them.
#growthstrategy#growthstrategies#salesandmarketingalignment#resultsspeaklouderthanwords
“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/gZ4gKamZ
“A sign of success by any marketer is if they get sponsorship around the boardroom table.”
I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization.
MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half.
And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.
McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth.
Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured.
When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness.
Abigail Comber suggested marketers remember to think like general managers:
“Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.”
For related cartoons and all the links in this post, click here: https://lnkd.in/gZ4gKamZ
To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/gyWRQBxu#marketing#cartoon#marketoon
Don't just laugh at this cartoon and carry on doom scrolling as Tom Fishburne, the Marketoonist covers some excellent points. (as always)
My very brief (for me) take 👇
Whether you're considered to be 'the colouring in' department or the primary lead generation function of your business, it pays to be on the same page as the board. Even if you're guided by different metrics, you need to be mindful of what metrics the board cares about and mirror them in your reporting and discussions.
Educate them that attribution is broken. Remind them they themselves don't buy on first sight.
For many out there, marketing has to constantly justify its existence and value. Be the first to be considered for cuts etc. It's bloody hard work being in marketing at the best of times, never mind right now and oh yes, we'd love to colour in if we had half the chance.
All that said, be careful what you wish for. Information can be powerful but ignorance can also be bliss.
#marketing#CMO#marketingleaders
Marketoonist Creator and Insightfully Funny Keynote Speaker
“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3
“A sign of success by any marketer is if they get sponsorship around the boardroom table.”
I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization.
MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half.
And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.
McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth.
Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured.
When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness.
Abigail Comber suggested marketers remember to think like general managers:
“Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.”
For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3
To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD#marketing#cartoon#marketoon
"McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth."
"Yet MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half."
Marketers, how do we change this dynamic? MarketingWeek argues that we need to talk less about the customer and more about the bottom line. Do you agree?
#marketing#strategicmarketing
“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/gZ4gKamZ
“A sign of success by any marketer is if they get sponsorship around the boardroom table.”
I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization.
MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half.
And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.
McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth.
Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured.
When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness.
Abigail Comber suggested marketers remember to think like general managers:
“Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.”
For related cartoons and all the links in this post, click here: https://lnkd.in/gZ4gKamZ
To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/gyWRQBxu#marketing#cartoon#marketoon
Campaign CEO of the Year| Visionary results focused leader| Driving Growth & Transformation
2moYay Katy Dunn