INTEGRATED MARKETING
Bringing a Complex Christmas Programme into One Integrated Marketing Plan
Post Office Senior Marketing Manager 2025
Christmas is one of the most commercially important and operationally complex periods for Post Office, with multiple products, teams, agencies and customer journeys competing for attention at the same time.
Integrated Marketing · Campaign Planning · Stakeholder Leadership · Agency Management
- 30+
- Stakeholders and matrix contributors aligned
- 8
- Core channel areas brought into one plan
01The challenge
Where it started.
Create one coherent customer and commercial plan from multiple product priorities, channels, teams and delivery dependencies.
02What I led
What I led.
Led the integrated planning and coordination of the Christmas programme across a large matrix of internal and external stakeholders.
Orchestration
Eight channel areas, one integrated Christmas plan.
- CRM
- Mails
- Banking
- Branch
- Paid
- Social
- PR
- Web
One integrated Christmas plan
- 30+
- Stakeholders and matrix contributors aligned, not direct reports.
- 8
- Core channel areas brought into one plan.
In market
One plan, showing up consistently across products.
Separate product messages, delivery, travel money and next day guaranteed, held together by one Christmas idea and one tone of voice.
How I led it
- 01
Prioritise
Clarify what matters most, when activity needs to land and where effort should be focused.
- 02
Align
Bring stakeholders, agencies, partners and channel owners around one clear direction.
- 03
Orchestrate
Connect separate activity into one coherent customer-facing programme.
“Complexity needs clarity before it needs more activity.”
Creative direction
A personal touch, reflecting how postmasters serve customers.
The creative direction leaned into handcrafted, personal details. It gave every channel a shared reference point, so the work felt like one Christmas rather than eight separate campaigns.
What I led
Leading the reset, not every execution.
- Resetting the integrated Christmas approach
- Bringing separate channel plans into one structure
- Stakeholder alignment across a wide matrix
- Agency and partner coordination
- Message prioritisation across products
- Campaign planning and cross-functional delivery
From fragmented to integrated
- 01
Separate activity
- 02
Shared priorities
- 03
One plan
- 04
Coordinated delivery
The challenge was not a lack of activity. It was creating enough clarity for multiple teams and channels to move together.
03Impact
What it delivered.
- 30+
- Stakeholders and matrix contributors aligned
- 8
- Core channel areas brought into one integrated plan
- One framework
- Integrated planning and delivery across CRM, Mails, Banking, Branch, Paid, Social, PR and Web
04What I learned
- What worked
- Creating one shared structure gave teams a clearer view of priorities, dependencies and the wider customer journey.
- What I would strengthen
- Build even tighter measurement ownership across every channel from the beginning, so integrated planning and integrated evaluation move together.
- What it reinforced
- More activity does not create more impact if teams are working to different priorities.
What people say
“He has an excellent understanding of marketing strategy, creative propositions and cross-channel thinking that makes him a brilliant lead for end-to-end campaign work.”
Next relevant work
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