Quality and compliance
Make quality checks repeatable and visible before work reaches customers.
Leadership, operating model and transformation
Build the system. Develop the people. Make change stick.
My approach to marketing operations leadership is to create the conditions for teams to deliver consistently: clear priorities, trusted platforms, accountable ownership and technology that removes friction rather than adding it.
The mission
Move marketing operations from manual execution to an intelligent, governed operating function.
The Marketing Operations Control Centre is one expression of that ambition: a connected system in which agents handle repeatable checks, preparation and insight, while people retain accountability for decisions, quality and customer impact.
The goal is not automation for its own sake. It is to give skilled people more time for strategic work, stakeholder partnership and the judgement calls that should remain human.
Operating model
Six connected capabilities
The model gives each part of marketing operations a clear role and creates a structure that can scale across brands and teams.
Content and campaign delivery
Standardise production steps while preserving creative judgement and approval.
Reliable data operations
Improve the consistency, readiness and flow of marketing data.
Performance insight
Turn reporting into useful signals, recommendations and decisions.
Automation oversight
Build ownership, approval, risk and review into the system from the start.
Documentation and memory
Make operational knowledge reusable and less dependent on individuals.
In planningLeading through change
People, platforms and priorities
Team leadership
Lead four direct reports within a centralised digital operations function supporting a 25-person marketing organisation. Create a delivery model that helps the wider team ship work reliably across Paid, Content, Lifecycle, Sales and Customer Care.
Multi-brand platform ownership
Own HubSpot across five brands in EMEA and North America, with responsibility for the platform landscape and the operational decisions that keep it effective.
MarTech transformation
Act as a key HubSpot stakeholder in the migration from Salesforce Marketing Cloud and Pardot to HubSpot, aligning platform change with business processes and stakeholder needs.
Executive communication
Translate technical delivery, automation and platform decisions into commercial and operational language for senior stakeholders, including SVP-level reporting.
Developing capability
Build capability in the team, not dependency on one person.
A sustainable operating model gives people ownership of the systems they help create. Team members are encouraged to identify repetitive work, propose agent ideas, refine them through review and take responsibility for continuous improvement.
- Promoted an intern to Digital Operations Executive, who now owns the continuous development of the Data Import Agent.
- Created a team-led approach to agent development, with ideas coming from the people closest to the workflows.
- Mentor, Agents in Action, HubSpot (2026): selected through an application process as one of a small group of mentors on HubSpot's agents programme, while also participating as a mentee.
- AI Mentor, Veriforce (2026): mentored two North American colleagues through end-to-end AI builds, including a sales dashboard and a social-listening agent.
AI governance and risk
Governance before scale. Human accountability by design.
Automation should make the operation more dependable, not create a new category of unmanaged risk.
Build, buy or partner deliberately
Build where the workflow is specific to how the organisation operates; buy where a mature product solves a generic need more efficiently; partner where specialist risk or compliance expertise is needed.
Make governance part of the architecture
Every agent request is logged and checked for overlap. New builds require approval. Live agents have an owner, a risk tier, a defined failure mode, a rollback path and a scheduled review.
Keep a human accountable
Agents can prepare, check, monitor and recommend. People remain accountable for approvals, decisions and customer-facing outcomes.
Commercial perspective
Technology matters when it changes the outcome.
Day-one contact rate
ResponseIQ telephony integration improved lead contact performance.
E-commerce revenue
Abandoned-cart recovery automation delivered a year-on-year uplift.
HubSpot Admin Arena
Recognised as a global finalist, validating the technical and operational work behind the platform.
The leadership philosophy
Automate the toil. Elevate the team.
The function I want to build is one where technology handles repeatable work and surfaces useful insight, while people focus on strategy, relationships and decisions that require judgement.
See the operating model in practice