Results, not just recommendations.
I’ve spent my career building commercial partnerships and growth. These are examples of work I’ve led or contributed to, alongside the people who made the results possible.
Case study
LTA: turning participation and partnerships into growth
Chief Commercial Officer, LTA, June 2012 to 2014
- Situation. The LTA is the governing body for tennis in Britain. As chief commercial officer I led its commercial function.
- What I did. With a great team, I led a commercial strategy across sponsorship and partners, and a CRM and insight programme that reached more than 500,000 members.
- Result: revenue. £29m of cumulative sponsorship revenue over my time in the role.
- Result: participation. Separately, a four-year participation plan brought 131,000 more people into tennis. I do not claim sponsorship caused that growth.
- Team. These results belong to the whole LTA team. My job was to lead the commercial side.
Case study
World Rally Championship: building commercial scale
TV Operations and Sales Director, Jan 2001 to Jun 2004. Managing Director of the global promoter, Jul 2004 to Feb 2012
- Situation. WRC TV sales stood at £1.8m when I joined in January 2001.
- What I did. I created an in-house TV sales team, backed by agents in key markets, and managed the launch of WRC.com. As Managing Director I led the promoter, negotiated promoter agreements with host governments and tourism boards, and worked on the first WRC Roadmap for Growth and a £5m interactive gaming agreement with Sony.
- Result. TV sales grew to £6.3m by 2004 and TV distribution doubled to 186 countries. Promoter revenue reached £16.3m while I was Managing Director.
- A note on audience. A 2004 to 2005 press release cited a global core audience of 800 million TV viewers, as claimed in a 2004 to 2005 press release and not a count of unique viewers (source: Premium TV, via Sportcal). That is a press-release audience figure, not a count of unique viewers, and I do not claim it as my own result.
- Team. Built with the WRC and promoter teams, and with ISC and the championship’s partners.
Case study
Nielsen Sports: a blank sheet to £3.9m of new business
Head of Sales & Business Development, Nielsen Sports, Jan 2015 to Jul 2017
- Before. Nielsen Sports was a leading provider of sports measurement, analytics and consultancy. On day one there was no new business function: no P&L, strategy, budget or team. A blank piece of paper.
- What I did. I built and led a team of four. We put together a CRM of more than 1,000 qualified leads and an activation plan, so we called the right people in the right order. I facilitated a panel on esports at Leaders in Sport, the industry’s main annual conference. It led to us securing ESL, a leading esports company, at the start of the boom.
- The result. £3.9m of new business across sport, media, esports, the arts and entertainment. The best wins were Matchroom (darts, snooker and boxing) and the National Theatre, which showed the same method works across sectors, venues and audiences. Other clients included The FA, RFU, PDC World Darts, ESL Gaming and Formula 1.
Where I have worked Employers and organisations I have been part of
Who I have worked for
Clients, partners and rights holders across my career roles.
Sport and events
Brands and sponsors
Media and broadcasters
Charities and public sector
A selection, not a full list. Logos belong to their owners and show organisations I have worked with or for. They are not Breakpace clients and do not imply endorsement.
At the WRC, over more than a decade, I negotiated promoter agreements with heads of state, tourism boards and regional governments in 21 countries and regions. The teams did the work. My job was to make sure someone was selling it. I am happy to put you in touch with people I have worked with.
Where do you want to grow?
Tell me the goal. I will come back to you personally.
Discuss your next commercial priority