November 2016 – July 2017,  Interim Contract

Caroline has done a sterling job in helping us to get through a period of change and scrutiny, laying down a new foundation for us to move forward with confidence.”    Tom Titherington, Executive Director of Property & Growth 

Briefed to rebuild in number and confidence a depleted Sales and Marketing team for this £275m turnover Housing Association.  Also to realign processes with up-to-date legislation and ensure transparency in all spend and financial reporting.

I worked through serious obstructions in recent history, redesigned agency briefs and relationships, restructured a 15-strong team which included re-writing all role profiles to provide specific KPIs and accountability.  Introduced the concept of measuring all marketing activity the use of analysis to direct strategy.

Reviewing scheme marketing plans often taking a back-to-basics approach in order to ensure activity was landing with the right audiences.  Responsible for 16 schemes including – Portobello Square, Southall Village and the luxury private scheme Burlington House, W5.

I introduced new coding systems for effective financial reporting and took the department onto a new e-procurement system to meet not-for-profit regulation.

My final work at Catalyst included the delivery of a CRM strategy for the incoming Salesforce platform and production of a detailed Processes and Procedures manual to underpin the changes implemented.  Key to this was direction in line with corporate governance and regulatory requirements for the property sector including Red Book Valuation requirements, Anti-Money-Laundering obligations, and compliance with Consumer Protection from Unfair Trading Regulations (CPR)  and Business Protection from Misleading Marketing Regulations (BPR) 2008.

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