End-to-End Marketing Strategist, Campaign Lead and Programme Manager · Salesforce CRM, Google Analytics, Asana · Travel and Hospitality
The Situation
The client was a global travel and hospitality brand with a presence across EMEA and South America. They had a campaign to launch. What they did not have was a strategy that could hold across three regions with different audience behaviours, different regulatory landscapes, different languages, and very different relationships with the brand.
I was handed the brief and the target, with end-to-end ownership of getting from one to the other. Four months, two regions, a number to hit. Then, midway through planning, a new element arrived: a loyalty programme being added as an integrated layer of the same campaign, running across the same markets. This was not a simple addition. A loyalty programme is a different kind of promise to an audience than a campaign impression. It creates expectations around continuity and brand relationship that a one-off campaign does not.
Building the Strategy
The first decision I made was that a single campaign could not mean a single execution. The brand message needed to be consistent. The way it landed in each region needed to be different, shaped around local audience motivations, local channel performance data, and local market timing. I built a campaign framework that held the core message fixed and gave the regional teams a structured brief they could adapt within defined parameters.
When the loyalty programme was added, I went back to the audience journey and rebuilt it to accommodate two tracks: one for new audiences encountering the brand for the first time, and one for audiences being invited into a longer-term relationship through the loyalty programme. The messaging had to work for both without feeling like two different campaigns stitched together.
Operationally, this meant building a separate but connected delivery workflow. The campaign assets and the loyalty enrolment assets needed to coordinate at the channel level, hit different KPIs, and report against different success metrics, all while sharing the same creative direction and brand language.
The Turning Points
About six weeks in, the EMEA numbers were tracking ahead of target. South America was moving but slower than projected. I realigned the media weight toward the channels converting in South America, adjusted the message cadence in that region based on what EMEA data was telling us about audience response timing, and flagged the shift to leadership before it appeared in the monthly report. That transparency meant when South America's numbers caught up, it read as a strategic recovery, not a lucky turnaround.
There were also moments where the campaign and loyalty workstreams pulled in different directions. A message that worked brilliantly for campaign awareness was too transactional for loyalty enrolment. Every one of those tensions had to be identified and resolved before assets went into production, because once live across the markets, there was no pulling them back.
"A loyalty programme is not a campaign. It is a relationship with a deadline attached. The strategy has to account for both."
What Came Of It
The campaign closed at 117 percent of the originally targeted numbers. The loyalty programme was not a footnote. It was part of what got us there, because it had been treated as part of the strategy from the beginning, not an addition to an already-closed brief. What I am most proud of is that the outcome was not a surprise. It was the product of a strategy built to be readable in real time, adjusted as data came in, and communicated clearly enough that leadership was never caught off guard by either the challenges or the wins.
A global campaign is not one campaign. It is one strategy with the discipline to show up differently in every room it enters, and enough structural clarity that when the brief changes halfway through, the whole thing does not have to start again.