The story

Anam Mobile is a vendor of core network messaging software to mobile network operators worldwide. Prior to the rebranding which I oversaw, Anam was focussed only on the enterprise SMS market in the UK and Ireland.

Reporting directly to the VP of Marketing, I was responsible for delivering a total rebrand and repositioning of the company as aviable global player. Launched at 3GSM in Cannes in 2004, the new brand and teaser information was extremely well received.

Skills & lessons

• Ability to work under extreme time pressure. A full rebrand and repositioning of the company started in November 2003 and was completed by early February 2004
• Regular liaison with senior executives on three continents
• Management of remote 3rd party virtual teams for creative, media booking and PR
• Liaison with internal functions such as engineering and product management to ensure buy-in for the new positioning

I developed a full marketing communications plan covering all channels and media options, presented with three (low, medium, high) spend options.

This plan was presented to senior management, and helped inform the company's communications strategy as it strove to ramp up it's operations considerably in 2007.

_{Samples of this work may be made available in strictest confidence.}

I have been responsible for the management and allocation of significant six figure marketing budgets. These budgets have been for all marketing activities across all geographic regions for companies with global presences and reach.

I reported directly to the CFO and VP of marketing with regard to budgeting and planning, making recommendations for the most efficient spread of funds across the marketing mix.

I have been advising clients from a range of industries and for a range of budgets on online strategies since 1998. Some highlights include

• Member of project team responsible for development and launch of one of Ireland's first e-commerce sites, http://www.slendertone.ie
• Advised Eircell (now Vodafone) on online strategy, from site development to online advertising.
• Advised SME and start-up clients on web development and cost-effective means to secure an effective web presence.
• For Anam Mobile and Arantech rercommended and implemented best practice web design and enhanced online communications through the use of newsletters and where appropriate, targetted online advertising.

I have organised all aspects of participation in numerous large scale events across the world. This included

• Planning & budgeting
• Materials development
• Meeting scheduling / securing meeting space
• Hospitality event organisation
• Logistics / shipping / setup & breakdown
• AV materials
• Securing speaking slots at appropriate sessions for executives
• Securing media coverage
• Executive media briefing for TV, radio and print interviews
• 'Guerilla' marketing promotion around events
• Contact management pre- and post-event
• Pre-event mailshot invites
• Press release preparation to coincide with targetted events

I have almost exclusively worked with cross-functional teams, drawing from disparate groups across organisations to ensure buy-in for marketing projects and initiatives. I believe that in order to achieve its full potential and ROI, marketing must be a collaborative activity.

By its very nature, technology marketing requires extensive interaction with engineering and product management departments to ensure factual accuracy in all product collateral, and a full understanding of upcoming software product features. An extensive understanding of the software product lifecycle is a pre-requisite to successful technology marketing.

Externally, I have simultaneously managed virtual 3rd party design, print, PR and media teams, ensuring that all initiatives were delivered on time and within budget.

I have also managed and directed small in-house marketing teams.

Arantech had a website and offline communications material which failed to differentiate them from their competitors. In addition, the available collateral did not emphasise the radical potential of their software.

I restructured the website in order to help site visitors better understand what was unique about Arantech's flagship product, whilst not delving into unnecessary technical detail.

Before - after

Flash presentations

To coincide with Communicasia 2005 and raise awareness of the company in the AsiaPAC region, we chose to focus our campaign around the event on the broadcast media. We bought slots on CNBC Asia targetted at the hours delegates were most likely to be in their hotel rooms. Based on word of mouth feedback at the show and subsequently, the campaign attracted a lot of attention.

I directed the creative team involved in the planning, development and production of the slot, and managed the media purchase.

The video was subsequently incorporated by the sales team into their presentations to clients and prospects, ensuring continued value was derived from the original spend.

You can view the slot here if you want. It's the green one that says 'imagine'!

As a pre-sales online strategy consultant, I was responsible for scoping client requirements and developing initial site structures which were incorporated as part of proposals.

When proposals were successful, I then worked with the client and account manager to fully define an Information Architecture and navigation system to deliver the best user experience possible.

I have been involved in numerous intranet development projects since 1999.

Eircom IT - lengthy intranet scoping project, which identified and categorised all information, then structured the information in the most intuitive manner. Methods used included card sorting and HTML mockups.

ESB - structure and user guide for the earliest iterations of the ESB intranet, which incorporated a bespoke publishing system

Bord Gais - structure definition for the Bord Gais intranet.

Anam - conception, planning and implementation of an organisation -wide intranet. Whilst driving this project, I was able to employ Information Architecture best practice. I used a combination of several methods to ensure that the intranet was equally useful for all departments, allowing them to access all material relevant to their roles as efficiently as possible.

• Securing senior management buy-in
• Department managers committed to weekly review and content identification
• Individual user reviews by role