Karen Kavanagh

• Manage the marking functions for all 3 brands - Pest (B2C & B2B), Hygiene and Ambius across The Pacific including marketing managers, digital and graphic design, digital, CX & CRM
• Recruited a new Digital & CRM team with responsibility to deliver commercial growth across Paid, SEO, Social Media
• CX and journey development - Implementation of customer journeys across all brands leveraging data / the CRM platform and Google AI (Vertex) across retention, increased service density per customer & customer in jeopardy programs
• I introduced and currently manage the strategic partnership strategy. Rentokil Initial now partners with multiple associations across key strategic sectors that are proving very successful in support of our innovation launches and GTM plans These include global manufacturers, member associations & advocacy groups
• Responsible for bringing new innovation to market. To date my team has launched 2 significant innovations in market that have secured public tender wins, sizeable revenue growth, significant PR coverage and a sustained pipeline of opportunity. I am lead owner for innovation across The Pacific region
• Implemented and manage a cohesive public relations strategy as a new channel to market (Government, Corporate & Consumer) efforts to amplify the brand. To date, Rentokil Initial has secured significant press coverage (millions of opportunity to see) with demonstrable outcomes across print, broadcast and digital media supporting the launches of our key innovations to market. Also developed and responsible for the Crisis Comms Strategy to mitigate any identified media risks pertaining to our business services.
• Liaise and engage with our business managers that manage 20 branches across AU & NZ to support their respective commercial objectives. Responsible for sales support including innovation training, localised programs, sales toolkit development.

Built new marketing, CRM and design team from 1 to 8 in Yr 1 (My remit was to redefine marketing as a function within Quadient Australia)

• Re-Engineered Salesforce as our CRM platform to overhaul the marketing and sales CRM strategy (including project management of the integration to the ERP and e-Commerce platform)We grew online sales 200% YoY and reduced headcount cost in the lead to delivery process by $150k on the same period we reduced credits by 25% through automation of the customer payments
• Worked very closely with the sales teams to build a culture that leverage marketing as a core function to achieve growth, devised an aggressive competitor acquisition strategy, growing market share across key solutions by 5%, 60% of the total sales funnel could be attributed to marketing effort and conversion from lead : sale was 1:6 in core segments despite a competitive landscape
• Development of a CX team to improve customer experience (Recurring service revenues contributed 30% to total company revenue) My team was tasked with redefining the value proposition and launching a new CX program designed to reduce customer attrition by 10% YoY
• During my tenure the customer service function was reassigned to my leadership- to continue to preserve and secure the CX outcomes that had been developed
• Quadient rebranded from Neopost as part of a global rebrand - My team was responsible for the execution of the brand transformation in the AU market (internal and external)
• Tasked with providing extensive support to two large sales organisations - this included toolkit development, event support & internal comms

• Established a team of high performing marketeers from zero to 5 year 1 (Marketing Manager, Design, Telemarketing and CRM)
• Introduced the new CRM platform - responsible for data migration, CRM strategy development, training and marcomms
• Managed the PR strategy to launch Neopost in the Irish market
• Developed a telesales channel that delivered a new low cost channel of sale and in its first year accounted for 10% of acquisition sales from the total funnel
• Increased the acquisition of customers by 20% over 2 year period via the introduction of a strong competitor acquisition program (part of this program resulted in the All Ireland Award win for its results)
• My first project at Neopost Ireland was to manage the communications on a major brand acquisition. PR, CRM, marketing headcount, realigning the org under the Neopost brand.
• Appointed as representative on the Group Functional Marketing Committee to support Ireland, Benelux, Italy and Switzerland at a group level to introduce a best in practice CRM strategy (I wrote the blueprint for success, for use by the European regions adopting the CRM platform)

• Development of the marketing strategy for the SMB Division with strong emphasis on demand generation and pipeline development. Achieved on budget performance every year
• Management of the lead gen initiatives that encompassed PR, key customer events, trade shows, direct marketing and print advertising.
• Customer events formed a significant part of the lead generation efforts at Sage and I worked on several shows every year, often collaborating with other players in the industry to run larger tradeshow events
• Responsible for building third party allegiances with the professional services industry to develop a brand ambassador network to influence the market
• CRM - data segmentation, trending, data acquisition and profiling for the purpose of increasing customer share of wallet / new customer acquisition, Implementation of specific programming accordingly
• Internal Comms – Launch of the new core values to the internal organisation marketing and promotion of the values (focus groups / communications)
• Responsible for reporting on KPIs and overall performance for the BU