Global Marketing OPERATIONS Transformation

AMBITION

A luxury retailer experienced a change in post-covid consumer purchasing patterns, and realized that while 90% of transactions are completed in store, the customer journey starts digitally. The brand already had a global digital presence, but it wasn't operating as one brand. Key moments in the customer journey were missing entirely, including something as fundamental as an abandoned cart journey, and the digital experience itself varied widely from market to market, with outdated assets, inconsistent design, and no single communication style a client could recognize as the brand. Compounding the problem, there was no reliable process for headquarters to get updated strategy, assets, and guidance out to the markets that actually executed the day to day digital experience. The luxury retailer needed a global partner to help unify that omni channel digital presence with hyper personalization, closing the gap between what headquarters intended and what markets were actually able to execute. The goal was to provide the customer not only a luxury product, but a luxury experience, one that felt consistent and considered no matter where or how a client encountered the brand.

SOLUTION

Kate was brought in to work at both levels of the operating model: globally, helping design how the program itself ran, and locally, owning execution in her own two markets, NA and LATAM. She leads a five person team, split across the U.S. and India, and owns the executive client relationship. She's also pushed Deloitte's role on the account beyond execution, partnering with Europe to help shape the client's long term strategy, not just deliver against it.

Building that program from the ground up meant designing a new operating model for NA and LATAM, then staying in the seat to run it day to day, introducing quarterly planning, monthly performance reports, and a journey mapping exercise that closed gaps in the client experience. She manages the engineers on the account, translating technical requirements into functional terms that keep the technical and business sides speaking the same language. On the strategic side, she brings a level of CRM expertise that shapes decisions well beyond any single campaign, informing how the broader program is built and where it should invest next.

On any given day, she's balancing relationships across two continents and multiple teams: leadership and colleagues in the U.S., India, and Europe, and client relationships spanning 14 stakeholders she owns directly across NA and LATAM, and interfaces with the account's European client headquarters. She manages the account's project financials, including global contracts, budgeting, forecasting, and rate cards, and has built transition plans that kept operations running through more than a dozen stakeholder transitions in under a year, including a full department change in LATAM, without ever losing continuity for the client.

  • Unlocked operational efficiency in NA and LATAM that gave her team room beyond the core campaign pipeline, then built the program's first backlog process and completed 456 tasks no other market had the bandwidth to take on. That process didn't stay local: it became the global standard, adopted across all 8 markets and tracked and billed at the global level.

  • Expanded the scope of the account by selling 13 additional pieces of work totaling $2.5M in incremental revenue, including a multi-year contract extension, journey audits and fixes, database reporting, and converted fractional team resources into full time roles.

  • Shaped strategy end to end, from campaign planning and audience segmentation to automated journey recommendations, down to the finer details of the email experience itself, load time, unsubscribe flow, and dark mode, and drove a 32.2% increase in email and clienteling attributed sales and a $5.9M rise in quarterly basket spend.

  • Restructured campaign planning, briefing, and execution, and enabled 18.5% more campaigns delivered in FY24, a 45% increase in customer reach, and a 13.5% increase in emails per subscriber.

  • Maintained a near perfect quality record under the new operating model, with only a single error since it was implemented.

  • Earned the highest client satisfaction score across all 8 global markets on the account, a perfect 4.9 out of 5 on all four surveys conducted to date, sustained even through significant client side stakeholder turnover.