Sue Reeve

When I founded Consider it Done, I had one non-negotiable insight from my corporate years: high-achieving professionals don't need another person to manage. They need someone who takes complete ownership of the problem. Our systems bring efficiency while leaving room for creative solutions, forward anticipation and knowledge sharing. My team thinks ahead, spots issues before they become problems and shares learnings so every client benefits from our collective intelligence. I knew we had to be UK based. Supporting UK clients needs understanding of local bureaucracy and logistics. Every EA on our team is here, vetted rigorously, and trained personally by me. Mindset is everything. We hire for determination, empathy, and initiative. As early adopters of AI our strategy has been to empower humans, not replace them. AI handles repetitive thinking so our team can focus on relationship-building, problem-solving, and nuanced judgement calls creating genuine value. Security is central. We built our proprietary platform with security first because our clients trust us with their homes, families, and vulnerabilities. Every system, process and decision is designed to give clients assurance. We're not order-takers. We're relationship builders. Our longest client relationships span two decades because we've learned what matters: being proactive, owning outcomes, and genuinely caring. I've built a vast network of specialists and experts across every category, curating ruthlessly and building deeper relationships to add value into every interaction. We've learned what's important to our clients and built it into our service DNA. It's about genuine relief, freedom and headspace. The confidence that no matter what life brings, it will be handled expertly so they can focus on being exceptional at work and present at home. What I'm most proud of is the depth of our relationships, the sophistication of our systems, and knowing we've created something genuinely irreplaceable.

Leading and driving the delivery of key B2B commercial initiatives, to drive acquisition and revenue, which included: • Launched a series of ‘quick-win’ campaigns, identifying and targeting B2B prospect segments within easy reach. Defining customer offers and communications; overseeing data mining and outbound calling campaigns; creating reporting solutions; managing uptake by sales teams; building and implementing a supporting sales training programme. Initial call to appointment ratios increased from 10% to 22%. • Defined and launched Regional Champions for Switzerland. Pilot programmes implemented and supporting resources approved. Gained recognition by whole business for localised market needs; forged new methodology and practices; coached and supported individual Champions from varying backgrounds within the business. • Launched unique ‘Frontaliers’ proposition – a first for the Swiss market. Commissioned and analysed external research; defined requirements; managed resistant cross-functional groups gaining buy-in and commercial validation at multiple levels of the organisation; built in-house support processes.

Established a key team in a newly evolving business ready for commercial launch and beyond. Lead a local team of 6 Proposition Managers to on time delivery of a proposition portfolio that won Orange 500,000 customers within 4 months of launch. • Owned and drove the development of the proposition roadmap, and lead the delivery of launch and post launch proposition projects. • Built and launched a series of co-joint market propositions with key shareholder, Telecom Asia, across consumer and business segments. Lead implementation and championed senior level approvals. • Addressed operational issues to streamline future cross functional working; engaged widest possible internal audiences in concept development; identified under-utilised capabilities within the business; adopted resource mapping alongside concept development; up-weighted awareness and training programmes for frontline staff and dealers; refined proposition development process and team structure; improved focus at concept stage on financial and business objectives.

Leveraged group assets and knowledge to enable Orange SA countries to maximise the benefits of being part of the group, driving EBITDA contributions and brand consistency. Lead a team of consultants providing support across start-up and re-branding countries, to facilitate timely deployment of appropriate product, tariff and service solutions. • Identified and drove forward P&S synergies at group level to enhance and expedite market deliveries at local level. Including: Loyalty; Data pricing; Service bundling; 3G; Orange Power. • Ensured appropriate level of presence and influence by the team in multiple markets covering France, Thailand, Netherlands, Switzerland, Romania, Poland and Slovakia, with own responsibility for supporting Swedish and Danish businesses. • Established a new team of 5 mostly junior, part field based staff through a period of ambiguity. Coached, supported and motivated, and built the credibility of the team to enable individuals to achieve goals.

Maximised revenue contribution from business market propositions, increased the awareness and value of Orange as a business brand, and increased customer numbers and ARPU, with revenue targets of £400k p.a. per segment. • Drove delivery processes, roadmap construction, business case and tariff sign off, resource assignment, proposition specification. Commissioned external market analysis, validated proposals with sales teams and customers, and developed market segment plans. • Ensured buy-in by cross functional teams, defined requirements, worked through delivery issues and trade-offs – often making ‘time to market’ vs commercial viability judgements. • Defined proposition positioning; briefed in and signed off through–the-line market communications. • Lead and motivated a team of 3 reports with their own delivery responsibilities.

Headed up sales channel development at the start up of Heathrow Express air-rail service, and central London airline check-in. Targeted daily volume targets being reached by the 5th month of operation. • Business to business marketing. Built a broad portfolio of international partnerships for Heathrow Express across multiple sectors of the travel and transportation industries (airline, rail, corporate, travel agencies, tour operators, wholesalers). • Programme managed all channel building initiatives. Implemented direct and 3rd party sales and distribution strategies across a wide variety of sectors. Defined commission levels and incentives. • Lead tactical sales promotions and communications events. Briefed and managed field marketing and event management companies, below the line agencies and print and media suppliers. • Reported to the Marketing Director, with responsibility for cost of sale budgets (£2.95m p.a.) and budgetary control to £500k. Managed support team of 3. Press and media on call responsibility.

Contributed to revenue targets of UK Sales Marketing team (£2.6bn), as customer champion within new product development. • Played a key delivery role in programmes introducing customer technologies, such as E-ticket, Self-Service check-in and online selling solutions, which bring together selling systems, airport operations and customer processes. Influenced multiple BA departments, represented customer issues and commercial requirements. • Supported concept development, research, segmentation, message positioning, and communications delivery to multiple segments (traveller, corporate buyer and travel trade). • Ran awareness and training programmes for account management and customer facing teams ensuring understanding of market issues and implications of roll-out.

Maximised commercial opportunity offered by UK travel agency selling systems, contributing to annual UK Sales revenue targets. Produced new and innovative trade communications material, proven to reduce the number of calls made to BA by travel agents, and improve the service they were able to offer clients. Nominee for UK/I Sales ‘Best Marketing Person of the Year’ award 1993.

An account development role. Provided on-site support and training to 150 key travel agency accounts within the London W1 territory, during a critical stage of technical transition.

Worked to pressurised sales targets in an operationally pressurised environment, remaining empathetic and responsive to customer needs and satisfaction. Customer service, product and operational knowledge and sales conversion skills paramount.