MARKETING SYSTEMS & OPERATIONS

I design and operate marketing systems that replace reactive work with structure, clarity, and scale.

Across East London Sport, I unified planning, demand intake, content production, CRM, and reporting into a single operating system — transforming marketing from a collection of campaigns into institutional infrastructure.

My work focuses on designing and governing marketing systems, not optimising isolated campaigns. Across multiple programmes running concurrently, I have treated marketing as infrastructure: controlled, measurable, and resilient.

Daily tracker built in Notion - workflow categorised by Task status, assigned tiers and funnel stage.

Demand Intake & Governance

Centralising all requests - via single Gecko form sent on the generic mailbox for marketing.

Briefs sent to stakeholders (internal or external) managed via Asana productivity app and Jira Atlassian platform.

Line managing the interns, assistants and placement students via Asana. It’s makes it easy to assign tasks, comment and feedback, set deadlines, attach content, links and track their progress all in one place.

Briefing and stakeholder management | Asana productivity platform

Marketing request form | Gecko Engage platform

Briefing and stakeholder management |Jira Atlassian platform

Campaign Operations

Evidence across programmes

  • East London Sport (umbrella system)

  • Active Campus

  • SportsDock / Project 1300

  • Sport In Your Futures

Active Campus (Wellbeing campaign)

Campaign operated as a long‑running participation system rather than an event series.

  • Behaviour‑led system linking social → QR → CRM → attendance

  • Structured comms cadence across digital and physical channels

  • Participation tracked weekly, not reported retrospectively

Key results

  • 77,289 impressions

  • 73,595 reach

  • 1.74% engagement rate

  • Thousands of verified QR‑based registrations

  • Sustained weekly attendance across semesters

Active Campus - Comms plan | Spreadsheet tracker
Active Campus - Campaign timelines | Spreadsheet tracker
Active Campus - day-to-day tasks | Spreadsheet tracker

Sport In Your Futures (Community and youth programme)

A long‑running, operationally complex programme managed through systems rather than effort.

I designed a full lifecycle:

  • recruitment → confirmation → delivery → follow‑up → repeat participation

This allowed the programme to scale year‑on‑year without redesigning workflows.

Key results

  • 1,730+ primary school children engaged

  • 26 schools

  • 200+ student workforce contributors

  • 100% teacher recommendation rate

Sport In Your Futures comms plan | Spreadsheet tracker

SportsDock (Multi-purpose sports complex)

Rebuilt a growth operation following four months of stagnation.

Instead of adding spend or introducing discounts, I redesigned the operational model:

  • single‑offer framework

  • clear lifecycle journeys

  • consistent messaging across channels

  • monthly governance of churn and Direct Debit

Key results

  • £31,371 highest recorded monthly Direct Debit

  • +40 net members in one month (to 1,186)

  • 50% reduction in cancellations

  • Clear inflection from flat growth to sustained momentum

SportsDock  comms plan | Notion (collaborative AI workspace)
SportsDock  timeline tracker | Notion (collaborative AI workspace)

Budget Envelope & Actual Spend

Between 2024–2026, I reduced actual marketing spend from £54.2k to £38.1k (–29.7%) while increasing delivery and outcomes. Efficiency gains of £16k were strategically reinvested into a graduate marketing assistant role, improving operational capacity, consistency, and sustainability without increasing the £100k budget envelope.

Employee and timesheet management and approval workflows | Randstad salesforces tool

  • Total annual marketing budget governed: £100,000

  • Actual spend to date: £38,122.60

  • Budget efficiency: Delivered outcomes across all major programmes using 38.1% of the total budget

  • Remaining headroom: £61,877.40, preserved intentionally for:

    • peak recruitment periods

    • campaign surges

    • contingency

    • creative experimentation

This was controlled underspend, not under‑delivery.

Paid Advertising

Actual spend: £8,490.29
 (~8.5% of £100k budget)

How the spend was deployed

  • No continuous “always‑on” paid spend

  • Budget held centrally and deployed only at:

    • SportsDock membership pushes (Project 1300)

    • priority campaign moments

    • time‑bound conversion windows

Comparison insight

This paid spend was lower than the notional £18k–£20k annual paid allocation, because:

  • organic systems were strengthened

  • CRM and intent signals reduced dependency on ads

Outcome

  • Paid media acted as an accelerator, not a crutch

  • Contributed to:

    • record £31,371 monthly direct debit (May)

    • +40 net live members in a single month

    • 50% reduction in cancellations

Workforce & Content Production

Actual spend: £22,759.96
 (~22.8% of £100k budget | ~59.7% of total spend so far)

Includes:

  • Randstad workforce: £18,654.96

  • Videographers / photographers: £4,105.00

What this funded in practice

  • Marketing assistants

  • Student content creators

  • Selective external creatives for flagship moments only

Key optimisation decision

  • Reduced spend on multiple low‑output paid interns

  • Reallocated workforce budget toward fewer, higher‑impact content creators

  • Output shifted from:

    • one‑off campaign content
      → to reusable assets feeding social, CRM, paid ads, screens, and print

Result per £ spent

  • Higher asset reuse rate

  • Lower cost per usable piece of content

  • Faster turnaround across Active Campus, SportsDock, and SIYF

Print & Physical Marketing

Actual spend: £4,421.85
 (~4.4% of £100k budget)
What the spend covered
  • Posters, banners, signage
  • SportsDock wayfinding and refurbishment comms
  • Multi‑campaign physical assets
Spend discipline
  • Print treated as infrastructure, not default output
  • Focused on:
    • high‑footfall areas
    • long‑life assets
    • reuse across campaigns
Result
  • Reduced duplication
  • Longer asset lifespan
  • Strong on‑site reinforcement without repeat spend

Equipment & Content Infrastructure

Actual spend: £2,018.70
 (~2.0% of £100k budget)
Strategic decision
  • Replace outdated, unreliable equipment
  • One‑off capital investment instead of recurring outsourcing
Why it mattered
Old equipment created hidden costs:
  • failed content
  • reshoots
  • wasted staff time
  • external supplier reliance
Return on investment
  • Enabled consistent in‑house content production
  • Reduced future videography costs
  • Supported multi‑campaign output from a small spend

Publicity & Miscellaneous

Actual combined spend:£431.80 (~0.4% of £100k budget)

  • Publicity & advertising: £252.07
  • Miscellaneous operational costs: £179.73
This category was intentionally kept minimal and tightly controlled.