Save the Children’s director of marketing and fundraising, Nicole Brasz, is swapping not-for-profit for education and has left the company after a three-year stint.

A desire to stand out from the industry, disrupt the mobile carrier market and become more customer-led has seen T-Mobile invest in a digital technology and cultural transformation program that has doubled its customer base.

Marketing leaders are increasingly being tasked with revamping their organisation’s external-facing digital properties to up the ante on customer engagement. At St John of God Health Care, this mandate not only resulted in a fresh, user-centric website, it’s also triggered a whole-of-organisation, customer-led digital transformation program.

Retail Food Group (RFG) chief digital officer, Kevin Wordon, knows a thing or two about bringing data-driven, technology fuelled marketing into a business.

Tapping emerging technology and building external partnerships is helping IAG put customers at the centre of its business model and providing the vehicle for future products and services, according to the group’s CEO.

The need for change can be difficult to accept for any business, especially for one that has been operating successfully for almost 70 years. But by embracing the need for digital transformation, family-owned equipment hire company, Kennards Hire, has found a new customer segment while improving service to existing ones.

Sunglasses retailer, Sunglass Hut, says the decision to implement new technology to localise merchandise recommendations in-store is about improving the bricks-and-mortar experience through digital capability.

Digital disruption, and the rise of the connected consumer through social networks and mobility, has made relevant and seamless customer experience the key to competitive advantage and sustainable growth.

The push to transform customer experiences through data-driven digital capability is empowering CMOs and giving the marketing function an increasingly important role to play in digital transformation, Microsoft’s Australian CMO and COO claims.

The team behind the Cronulla Sharks is extending its application of marketing automation from membership to commercial and merchandise divisions as it aims to improve engagement across every touchpoint.

Legacies are the weak point of organisations today because they’re ripe for disruption internally and externally, Wunderman Bienalto CEO, Hurol Inan, claims.

Digital transformation is ultimately a cultural challenge that requires marketing and IT functions to unite and disrupt the status quo in order to create customer-led innovation.

The new code for being a brand challenger is more about what you’re challenging than who you’re challenging, the founder of international strategic brand consultancy, eatbigfish, claims.

Macquarie Banking and Financial Services Group chief digital officer, Luis Uguina, considers himself the “chief trouble making officer” of the c-suite. His ultimate responsibility, he says, is to challenge old ways of working and foster a culture that embraces customer experience in its core vision, agility as its mantra, and failure as a step towards success.​

Mention the Royal Agricultural Society (RAS) to a resident of NSW and they will most likely tell you about livestock, dagwood dogs and showbags. But if Cale Maxwell and his team prove successful, that association will soon include fine food, wine and beer.

IT and marketing teams that aren’t working cohesively together in the face of rapid digital change will struggle to keep up with consumer expectations, the Royal Automobile Association of South Australia (RAA)’s IT leader claims.

During the 2016 financial year, Perpetual’s marketing team delivered a business-changing infrastructure project: A responsive website on a new content management system hosted in the cloud.

It’s been a huge couple of years for Save the Children’s director of marketing and fundraising, Nicole Brasz.

With 11 years travelling the world for BP, five years at Pacific Brands and three years so far as CMO at the Sydney Opera House, Anna Reid is the first to admit she likes to make a meaningful difference to whatever brand she becomes custodian of.

Winning the hearts and minds of customers needs to be at the core of business strategy. And it is the role of the CMO to represent the voice of the customer and drive customer-first thinking, according to Australian Catholic University’s former marketing leader, Andrea Turley.

Since joining ME as CMO, Rebecca James has instituted a restructure of personnel and departments across the business to put customer experience at the heart of everything the banking group does. This work brought together marketing, product design, digital sales channels and customer insights under the CMO for the first time, giving her the scope she needed to start truly changing the way the business operates.