gideon perrott

At brandbehaviours.consulting we help businesses to improve their customer experience by measuring and benchmarking the critical drivers behind brand-building behaviours and by providing evidence based recommendations for the business itself to drive continuous improvement.

Consulting assistance for senior executives and managers involved in business transformation.

Responsible for a small marketing department plus the development and implementation of strategies for the small and medium business banking division. Key Achievement: reengineered frontline lending business operations delivering savings of $5Mpa Dimensions: $7B FUM, 800 staff (indirect)

Key Achievement: established portfolio of health services small business and professional customers from scratch by establishing relationships with peak associations and providers

Led consulting assignments for major financial services clients across Asia and Australia including Citibank, Thai Dani Bank (Bangkok), Development Bank of Singapore and Standard Chartered Bank Key Achievement: successfully delivered global lending processing strategy for Standard Chartered Bank

Reporting to the CEO this role was responsible for the development and implementation of an end-to-end sales and marketing strategy for all products and services. Key Achievements: relaunched enterprise website resulting in over 100% increase in online sales and significant increase in "assisted" offline inquiries. Successfully implemented new version of Salesforce replacing over-customised and misused prior version. Launched major re-branding campaign to preposition the conversation from death to life. Dimensions: $65M Revenue, 30 staff

Reporting to the Group Executive, responsible for the development and maintenance of the business' strategy and corporate plan plus responsibility for the organisation's product house consisting of Private Health Insurance, along with Travel, Pet and Life Insurances. Key Achievement: developed new go-to-market strategy addressing a fundamental shift in the market - including a multi-brand strategy and aggregator response Dimensions: $4.5B Revenue, 60 staff

Seconded into major innovation project repositioning the organisation's core customer value proposition by integrating health management capabilities into the health insurance service offering. Key Achievement: successfully delivered to 3.8M members a 24hr health advice line, online health hub, hospital support service, and mobile health apps - on time, $10M under budget - reducing customer churn by 75% and improving NPS by a factor of 10 Dimensions: $40M project budget, 200 project staff

Reporting to the CEO, responsible for all customer facing parts of the Private Health Insurance Business. This included over 100 retail stores, two call centres, online sales and service, corporate sales, and the overseas visitors and students business. Key Achievement: successfully drove major change initiative improving channel performance by transforming web, stores and call centres to play to their relative natural strengths - reducing costs by $10M pa while improving channels sales effectiveness Dimensions: 1,000 staff, operating budget $140M, revenue $3.7B.

Reporting to the Chief Operating Officer, responsible for all retail stores and agents nationally. Significant frontline sales and service improvement focus. Key Achievement: reduced the costs of running the business by $6M pa while improving customer service and sales effectiveness. Dimensions: 600 staff, operating budget $65M

A key partner to the Executive General Manager, responsible for sales management and marketing across the Retail Bank. A member of the Bank's Australian Management Council. Key Achievement: led the development and successful implementation of a new and distinctive brand position for the Retail Bank, including re-skinning of branches and launch of local marketing strategy. Dimensions: $1.5B revenue, $50M budget

Responsible for leading the small business relationship banking platform across Victoria and Tasmania. Key Achievement: turned a culture from toxic to dynamic - created compelling new CVP, turned around performance and created the leading business unit in Australia Dimensions: Assets $2.5B, Liabilities $1.2B, 156 staff, 8 business centres, 19,000 customers

Responsible for leadership of the business development force for Victoria Key Achievement: in the 1998/99, successfully exceeded annual growth targets by 20% Dimensions: 35 staff (including 30 business development managers)

Responsible for sales and service operations of second largest district in Victoria. Key Achievement: turned around under-performing district to deliver 115% of budget in FY 1996 Dimensions: 200 staff, 24 branches, 2 business centres

Lead team of over 450 specialist B2B and B2C sales people spanning key market segments; Commercial and Industrial, Small Business, Builders & Developers, Residential, and Third Party Vendors. Operating budget of $54M. Sales revenue target of $900M.

Activities and Societies: Commerce Students Society Melbourne Uni Boardriders Club