A selection of enterprise-wide transformations led by Odin Stones' founding team — spanning retail media, regulatory transformation, portfolio simplification and applied AI research.
Situation. As UK retail shifted online and discounters gained ground, Sainsbury's needed to monetise its data and store footprint while expanding presence.
Task. Lead a digital and strategic transformation to unlock value from data and in-store screens, optimise customer journeys, and improve omnichannel performance.
Action. Launched the £100m+ retail media platform via Nectar360, installed 800+ digital screens across the estate, integrated 19m+ loyalty profiles into planning, and delivered a unified customer experience and expansion strategy.
Incremental profit
Market share
Sales / profit growth
New customers reached
Situation. Telenet faced churn, legacy technology and compliance pressure. Digital customer satisfaction was low and leadership change loomed under Liberty Global's acquisition.
Task. As Interim Chief Digital Officer, build a digital-first team culture, deliver AI-based product enhancements, and ensure legal readiness for the EU Digital Services and AI Acts.
Action. Launched the 'Check & Smile' AI product (100k+ users), rebuilt the ad stack and conversion funnel, embedded regulatory compliance into the platform stack, and delivered a new Agile 2.0 team model and governance structure.
E-commerce uplift
CRO savings
Sustainability inclusion
Digital staff, culture uplift
Situation. Fragmented operations and brand silos limited scale. Procurement, platforms and communications were decentralised and inefficient across Kingfisher's markets.
Task. As Group CMO, centralise marketing strategy, unify brand experience, launch shared services, and save cost through automation as part of the £800m One Kingfisher programme.
Action. Rebuilt 80% of product portfolio marketing, centralised 500+ FTEs into shared service hubs, launched a CDP, DAM, PIM and multilingual automation stack, and achieved 96% responsible wood sourcing against ESG goals.
Category growth
Efficiency savings
EBIT uplift track
Capital returned to shareholders
Situation & task. Eurostar needed to grow its direct digital channel and deepen loyalty in a competitive, price-transparent booking market.
Action. Led platform rebuild, CRM transformation and loyalty programme redesign to shift booking behaviour toward owned digital channels.
Digital channel growth
Situation. Marketing teams lacked a unified method to measure or reduce emissions from ad spend and media.
Task. Build a usable, standards-aligned tool to benchmark and simulate the carbon impact of media plans.
Action. Collaborated with Oxford Saïd Business School to benchmark 30+ frameworks, built a cost-per-tonne (CPT) calculator by media type, piloted with FMCG and retail brands, and developed a planning interface for CPT-versus-CPM trade-offs.
CPT recognised as a viable planning metric
Framework included in Oxford innovation showcase
We're happy to walk a board or investment committee through the approach and the numbers in more depth.