Experience marketer from the financial services space joins fintech focused on facilitating social enterprise
Former UBank CMO, Jo Kelly, has re-emerged as the new chief customer officer at Good2Give, a fintech operating in the social enterprise space.
The newly created role sees Kelly overseeing marketing, sales and customer experience, indirectly replacing both a head of charity and client relations as well as head of marketing and communications role. She told CMO the position comes with a very clear focus on the customer and reports directly to the CEO.
“I was attracted to this role because I was looking for something purposeful and I was really inspired with Good2Give’s focus on creating a more giving Australia,” Kelly said. “ I also wanted to work for a fintech and Good2Give has developed an impressive tech platform that not only facilitates charitable giving, but also sees the business able to set up trusts, grants, charity partnerships and workplace giving programs.”
Kelly has been consulting into the fintech since May and assumed the full-time position this month.
“There’s so much opportunity in this role,” she continued. “We currently work with 20 per cent of ASX-listed companies with workplace giving and we’d love to significantly increase this number over the next few years.”
The big ambition is to get more money out to people in need. To do this, Good2Give is not only working directly with clients, but also plans to build tech partnerships to make this happen.
According to its annual report, Good2Give has facilitated more than $200 million in donations since being established in 2001, working with 8000 Australian and international communities. In the last year, it delivered $19.9m to the charitable sector. The big vision is to get to $300 million by 2022.
Among recent initiatives was a trial of Giving Circles at Work with Westpac Group, aimed at helping employees give to a chosen charity or cause they want to support. The partnership was funded by the Australian Department of Social Services and supported by the Prime Minister’s Community Business Partnership
Kelly comes to the role with a wealth of marketing and financial services experience. Most recently, she spent nearly four years as chief marketing officer at Ubank, the upstart digital disruptor launched by National Australia Bank. She left the company following a restructure.
Read more: CMO50 2017 #17: Jo Kelly
Prior to this, she was head of marketing at AMP New Zealand. Kelly’s resume also includes roles such as head of retail banking at Bank of New Zealand, and head of marketing delivery for the Kiwi firm.
Follow CMO on Twitter: @CMOAustralia, take part in the CMO conversation on LinkedIn: CMO ANZ, follow our regular updates via CMO Australia's Linkedin company page, or join us on Facebook: https://www.facebook.com/CMOAustralia.
In the third and final episode of our 3-part CMO50 video series exploring modern marketing and why it’s become a matter of trust, we’re delighted to be joined by Telstra’s former CMO and now digital services and sales executive, Jeremy Nicholas, and Adobe VP Marketing Asia-Pacific and Japan, Duncan Egan.
Flash back to the classic film, Willy Wonka and the Chocolate Factory. Television-obsessed Mike insists on becoming the first person to be ‘sent by Wonkavision’, dematerialising on one end, pixel by pixel, and materialising in another space. His cinematic dreams are realised thanks to rash decisions as he is shrunken down to fit the digital universe, followed by a trip to the taffy puller to return to normal size.
Why is it there is no shortage of leadership development materials, yet outstanding leadership is so rare? Despite having access to so many leadership principles, tools, systems and processes, why is it so hard to develop and improve as a leader?
As a nation united by sport, brands are beginning to learn money alone won’t talk without aligned values and action. If recent events with major leagues and their players have shown us anything, it’s the next generation of athletes are standing by what they believe in – and they won’t let their values be superseded by money.
