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Insight professional with 18 years in insight and consultancy roles
Steve Plimmer
,
Barnt Green, United Kingdom
Experience
Other titles
Skills
I'm offering
Strategic insight expert, who creates, synthesises and deploys first-rate insight and analysis that enables organisations to navigate market risks, grow and prosper. Brings a vast breadth of research and analytic skills, allied to deep knowledge of market-behaviour, consumers, marketing and strategy, to successfully solve ‘big’ and complex challenges, such as unlocking growth from a declining business model, or re-planning brand and marketing plans. Experienced at all of the key roles needed for an effective senior insight professional: strategist, influencer, salesman, consultant, story-teller, raconteur and manager.
Markets
United Kingdom
Industries
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2019 - ?
job
Head of Data Science, Analytics and Surveys
NATIONAL TRUST.
(Contract)
Involves managing thirteen experts across three teams (Data Science, "Voice of Customer" and Insight Delivery) while leading the Marketing/brand directorate work toward a) mitigating critical brand/reputational risk, b) positioning for sustainable growth, to address fundamental limitations of current marketing strategies.
• Led the development of audience (aka consumer)-led Directorate strategies that enable the National Trust to target substantial long-term growth, grounded in insight, econometrics and analysis. Worked to ensure Commercial and Marketing departments worked to a single view of the marketing funnel and channel mix by segment - leading to focus on six holistic audience challenges for growth.
• Designed an algorithm-led decision tool to provide over 300 National Trust properties with "next best actions" for attracting and satisfying visitors, based on audience data sources and surveys.
• Led the work that underpinned the National Trust's Board's strategic response to the climate change agenda. The result was that the Trust withdrew from investment in fossil fuels, vindicated by positive media and supporter response, as well as accelerated investment in electric vehicle charging.
• Instrumental in realising improvements in the department's overall performance - as the "Insight and Data" department Director sought to move to deliver a higher-value, strategic portfolio of work. Led the creation of a new process and tools to allow the department to deliver higher value work.
Involves managing thirteen experts across three teams (Data Science, "Voice of Customer" and Insight Delivery) while leading the Marketing/brand directorate work toward a) mitigating critical brand/reputational risk, b) positioning for sustainable growth, to address fundamental limitations of current marketing strategies.
• Led the development of audience (aka consumer)-led Directorate strategies that enable the National Trust to target substantial long-term growth, grounded in insight, econometrics and analysis. Worked to ensure Commercial and Marketing departments worked to a single view of the marketing funnel and channel mix by segment - leading to focus on six holistic audience challenges for growth.
• Designed an algorithm-led decision tool to provide over 300 National Trust properties with "next best actions" for attracting and satisfying visitors, based on audience data sources and surveys.
• Led the work that underpinned the National Trust's Board's strategic response to the climate change agenda. The result was that the Trust withdrew from investment in fossil fuels, vindicated by positive media and supporter response, as well as accelerated investment in electric vehicle charging.
• Instrumental in realising improvements in the department's overall performance - as the "Insight and Data" department Director sought to move to deliver a higher-value, strategic portfolio of work. Led the creation of a new process and tools to allow the department to deliver higher value work.
Marketing, Data Science, Analytics, Surveys, Growth, Development, Science, LED
2015 - 2019
job
Head of Consumer and Market Intelligence
HOMESERVE.
Built and managed a team of 6 insight professionals to deliver the organisation's continuous insight, as well as various key projects. Oversaw the rise in profile of the function from "backwater" to playing a critical role in the company's strategy development, including influencing the owner to make a key acquisition to address a declining business model.
• Championed the case for the business moving from its core proposition (an insured home assistance "membership") to an adjacent sector (on-demand tradespeople), which influenced the MD to pursue an acquisition of the online aggregator "Checkatrade". The acquisition saw a jump in share price as well as helping to expand the target market by a factor of 10, while mitigating future revenue and margin risk.
• Implemented a "voice of customer" function that underpinned efforts to reduce complaint costs and costs of churn: complaint costs were reduced by £10m using insight on the drivers of cost and value erosion.
• Implemented - a "Customer Community" (a panel of a thousand consumers readily available and profiled to provide business answers) through evidence of a saturation in core markets and downward price pressures, which necessitated a renewed customer focus. The initiative reduced research costs by c30% and time-to-market, while providing the insight to pursue or kill a stream of new customer-led product ideas.
• Provided critical research to justify marketing compliance to regulators and partners to ensure the business could continue to trade without cessation to one or more channels - resolving £20m+ pound annual risks to income streams.
• Championed the case for the business moving from its core proposition (an insured home assistance "membership") to an adjacent sector (on-demand tradespeople), which influenced the MD to pursue an acquisition of the online aggregator "Checkatrade". The acquisition saw a jump in share price as well as helping to expand the target market by a factor of 10, while mitigating future revenue and margin risk.
• Implemented a "voice of customer" function that underpinned efforts to reduce complaint costs and costs of churn: complaint costs were reduced by £10m using insight on the drivers of cost and value erosion.
• Implemented - a "Customer Community" (a panel of a thousand consumers readily available and profiled to provide business answers) through evidence of a saturation in core markets and downward price pressures, which necessitated a renewed customer focus. The initiative reduced research costs by c30% and time-to-market, while providing the insight to pursue or kill a stream of new customer-led product ideas.
• Provided critical research to justify marketing compliance to regulators and partners to ensure the business could continue to trade without cessation to one or more channels - resolving £20m+ pound annual risks to income streams.
Marketing, Research, Compliance, Community, Development, Strategy development, Organization, Online, LED
2012 - 2015
job
Head of Proposition Research and Development
NATIONAL EXPRESS.
Worked in the Commercial leadership team driving new initiatives through insight. This involved leading research and product management, line management and managing relationships with agencies and universities.
• Launched a new "Groups" proposition which made over £5m of contribution (>£10m revenue) in the first year, through identifying under-served consumer needs.
• Revamped route strategies, to increase revenues on key services by 10%-30%
• Drove the company to focus on routes between Airports and London as a major growth opportunity, based on market size and competition. The work culminated in double-digit category growth for several years, including launching a host of new services.
• Defined the proposition for "on board Wi-Fi proposition - which provided free content and paid-back via additional patronage and advertising revenue.
• Launched a new "Groups" proposition which made over £5m of contribution (>£10m revenue) in the first year, through identifying under-served consumer needs.
• Revamped route strategies, to increase revenues on key services by 10%-30%
• Drove the company to focus on routes between Airports and London as a major growth opportunity, based on market size and competition. The work culminated in double-digit category growth for several years, including launching a host of new services.
• Defined the proposition for "on board Wi-Fi proposition - which provided free content and paid-back via additional patronage and advertising revenue.
Advertising, Product Management, Research, Leadership, Management, Content, Growth, Development
2007 - 2011
job
Technology & Market Analyst & Market Insight Manager
E.ON.
Worked in two positions in the company - firstly profiling investment options across low-carbon markets - acting as a bridge between the company's R&D and Innovation arm and the (Global business') corporate centre. In the second role, provided the insight for a retail innovation department that sought to build new products.
• Delivered a market and technology "Atlas", profiling around 15 sectors in the "low carbon" space, as an input to the company's first Global (pan market) R&D and Innovation strategy. The work helped to support clear decision making in light of key "PESTLE" factors, trends and prospects in each sector.
• Managed academic relationships for a c.£1m of investment in a programme of cross-disciplinary R&D including technology, innovation, market theory, psychology and economics ("Transition Pathways to a Low Carbon Economy") - ensuring that knowledge was captured and shared across the organisation.
• Provided the insight which supported the UK business decision to launch a radical new "free solar energy" offer to its customers.
• Penned E.ON's response to government consultations and interests to EPSRC and in industry groups.
• Delivered a market and technology "Atlas", profiling around 15 sectors in the "low carbon" space, as an input to the company's first Global (pan market) R&D and Innovation strategy. The work helped to support clear decision making in light of key "PESTLE" factors, trends and prospects in each sector.
• Managed academic relationships for a c.£1m of investment in a programme of cross-disciplinary R&D including technology, innovation, market theory, psychology and economics ("Transition Pathways to a Low Carbon Economy") - ensuring that knowledge was captured and shared across the organisation.
• Provided the insight which supported the UK business decision to launch a radical new "free solar energy" offer to its customers.
• Penned E.ON's response to government consultations and interests to EPSRC and in industry groups.
Retail, Innovation, R, C, Technology, Support, Analyst, Organization, Energy, Manager
2005 - 2007
freelance
Self-employed
Self-employed.
• Setting up and running a telecoms co. in Littlewoods, to achieve profitable growth
• Developing a growth strategy for an ISP (Star Telecom).
• Developing a growth strategy for an ISP (Star Telecom).
Growth strategy, Growth, Telecom, UP
2000 - 2005
freelance
Consultant and Senior Consultant
unknown.
Market/consumer analysis and business modelling for regulators, telcos, investors and tech companies while working for Mason-Analysys.
1997 - 2000
job
Research Associate
Sheffield University.
Theoretical and experimental research - while acting as a graduate tutor and delivering teaching
Research, Teaching
My education
University of Leicester
MSc, Marketing
MSc, Marketing
University of Sheffield
Doctorate, Electronic Engineering
Doctorate, Electronic Engineering
University of Sheffield
BSc, Physics BSc
BSc, Physics BSc
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