About
Hi I'm Ollie, and I like a challenge, whether that's solving a business problem, figuring out how to make a meal out of leftovers or trying to climb a colourful wall. I'm no stranger to change having worked multiple roles over the past 10 years
Recent projects and experiments
A few things I’ve worked on across marketing, AI, operations, product, customer experience and personal projects.
Making B2B marketing easier to measure
At easyJet, I worked on business travel marketing, targeting travel managers rather than the usual leisure audience.
Challenge
The team was spending money on awareness, but the measurement was loose and the link to sales was not clear enough.
Approach
I helped shape a funnel-based plan that connected paid media, content, email, events and lead generation. I also helped track campaign activity properly, including a Telegraph trial that did not perform.
Outcome
The work helped move activity away from loose awareness and towards a clearer view of what was working, what was not, and how marketing could support business development.
Turning an event stand into something people actually wanted to visit
For a business travel event, I helped create a simple interactive game to get people onto the stand and start better conversations.
Challenge
At events, it is easy to have a stand people walk past. We needed something that gave people a reason to stop, stay and talk to the team.
Approach
We used a competitive packing game that made sense for the travel industry. It was quick to understand, easy to join and gave people a reason to bring others over.
Outcome
The activation generated 20 new leads and improved stand engagement. At a later event without the game, fewer people came to the stand.
Helping people actually use AI tools
At easyJet I helped shape internal AI adoption for policy search, document comparison and Excel analysis.
Challenge
One tool had poor usage because people did not really understand what it was for.
Approach
I worked with developers, took user feedback into the product and changed the training approach with quizzes, real questions and hands-on examples.
Outcome
Usage improved, and I also supported wider AI showcases, graduate sessions and manager-led adoption materials.
Sorting out £300k of old stock
At Cromwell, I worked on ageing PPE stock that had been sitting in the business for years.
Challenge
Some stock could still be sold, some needed discounting, some needed recertifying, and some had to be written off.
Approach
I broke the stock down by certification status, saleability and risk, then worked with marketing, website and warehouse teams to move it forward.
Outcome
The wider project supported around £300k of stock reduction, including around £100k that needed recertification, disposal or write-off.
Building better product ranges from customer needs
At Cromwell I supported own-brand PPE range development, including products designed around larger customer requirements.
Challenge
We needed to make ranges more practical for customers while keeping commercial value and supplier delivery in mind.
Approach
I worked with suppliers on samples, reviewed product options, compared competitors and helped move products from idea or sample through to order.
Outcome
The work helped develop more practical own-brand ranges, including inclusive size options that made the range stronger for organisations with varied workforce needs.
Planning for the Paris Olympics without creating chaos
At easyJet, I supported operational planning for the Paris Olympics and helped teams prepare for airspace restrictions, cancellations and customer impact.
Challenge
Major event planning risked causing disruption if teams were not ready for airspace changes, delays and customer questions.
Approach
I coordinated actions across crew planning, airports, routes, commercial and customer teams, asking questions to understand knock-on impacts and supporting planning around policy and call centre readiness.
Outcome
The planning helped the business get through the period with no unexpected operational impacts or negative PR.
Making the customer experience easier to understand
In easyJet’s customer experience team I worked on feedback and reporting that connected customer insight with practical improvements.
Challenge
The business needed to turn customer feedback into something teams could act on.
Approach
I supported monthly CSAT reporting and helped launch an internal Mystery Shopper approach, collecting structured feedback from staff travelling through the journey.
Outcome
The work helped identify practical improvements including cleanliness actions and contributed to a reported 2-point CSAT uplift.
Building an AI pixel furniture app
I’m building a web app that turns furniture photos into isometric pixel-art sprites and places them into a room-builder grid.
Challenge
The challenge is making image generation practical, checking outputs, and turning them into a usable product experience.
Approach
I’m using a local ComfyUI workflow, image-to-image generation, prompt testing, frontend UX decisions, backend debugging and a review step so outputs can be checked.
Outcome
It’s a live build that shows how I learn by making something ambitious, breaking it, fixing it and turning it into something real.
Marketing
Marketing projects where I worked on making activity clearer, more useful and easier to measure.
Making £150k of B2B marketing spend easier to judge
At easyJet, the business travel team was spending around £150k on marketing, but it was difficult to see what was actually helping business development.
Challenge
A lot of activity sat at awareness level, the KPI structure was loose, and the sales team had limited capacity to warm every lead themselves.
Approach
I worked on a funnel-based measurement approach and a 12-month plan connecting paid media, content, email, events and lead generation to clearer stages and KPIs.
Outcome
It gave the team a better way to judge what was worth continuing, changing or stopping, rather than treating all marketing activity as equally useful.
Turning a simple event idea into 20 new leads
At a business travel show, we needed something that gave people a reason to stop at the easyJet stand rather than just walk past.
Challenge
Trade shows can be full of similar stands and brochures, so the activity had to be quick to understand and easy to join.
Approach
I helped create a competitive backpack-packing game that fitted the travel theme and gave people a natural reason to come over, compete and start a conversation with the team.
Outcome
The activation generated 20 new leads and created stronger stand engagement with both prospects and existing customers.
Replacing a website that cost around £20k a year to update
At Silicon Sensing, parts of the website were hard-coded and the business was spending around £20,000 a year on updates.
Challenge
The existing setup was expensive, slow to change and gave the internal team too little control over a key marketing channel.
Approach
I compared development suppliers, built a weighted evaluation across cost and features, helped select the partner and then supported the redevelopment, content and launch.
Outcome
The new site launched within budget and gave the business much more control over its own content rather than paying to work around the old website.
Making very technical products easier to understand
Silicon Sensing sells specialist sensing products, so the challenge was making the marketing more interesting without losing technical accuracy.
Challenge
The content needed to work for technical audiences while still being clear enough to attract attention across social, website and campaign channels.
Approach
I worked closely with technical sales colleagues to understand the products, then turned that detail into clearer content and tested more creative ways of presenting product features.
Outcome
During my time there, the company’s social following increased by around 20%.
Operations
My operations experience has mainly been about understanding how decisions play out in the real world: with customers, teams, systems, suppliers, airports, stock, facilities and frontline processes. I’ve worked in environments where a small issue in one place can create a much bigger problem somewhere else.
Preparing easyJet for the Paris Olympics
The Paris Olympics and Paralympics created operational risk across airspace, airports, customer policy, call centres and flight planning.
Challenge
Different parts of the business needed to be ready at the same time, because a change in one area could quickly create customer or operational problems elsewhere.
Approach
I coordinated actions across crew planning, airports, routes, commercial and customer teams, tracked dependencies and kept asking what knock-on effects each decision could create.
Outcome
The period finished with no unexpected operational impacts and no negative PR, which was exactly the outcome the planning was designed to achieve.
What does adding 67 A321s actually change?
easyJet was planning to bring 67 A321 aircraft into the fleet over five years, so the question was what that growth changed beyond simply adding capacity.
Challenge
The larger aircraft created knock-on questions around reserve coverage, pilot training, airport compatibility and disruption recovery.
Approach
I took ownership of reviewing those impacts across the business and turned the findings into risk reporting for senior stakeholders.
Outcome
The review identified risks and mitigations early enough for them to be considered in future fleet planning rather than discovered after the aircraft arrived.
Working out which constraints were actually fixed
I supported work looking at how easyJet could expand charter flying without creating unacceptable operational risk.
Challenge
Some limits looked fixed because that was how the process currently worked, but not every inherited rule was necessarily a genuine constraint.
Approach
I helped work through cancellation procedures, costs, delivery limits and where extra flexibility could realistically be introduced.
Outcome
The work helped separate real operational constraints from existing ways of working, giving the business a clearer basis for judging commercial opportunities.
Helping move baggage connections from A-to-B to A-to-B-to-C
easyJet was working on a baggage connection system that needed to support more complex journeys involving onward connections with long-haul airlines.
Challenge
The existing scanned-baggage journey was built around A-to-B travel, while the future process needed to support an additional connection and the dependencies that came with it.
Approach
I shadowed the project manager, picked up delivery and progress-tracking tasks and worked around the external supplier and internal dependencies involved in the change.
Outcome
The project gave me hands-on experience of a live technology and operations change designed to make connected passenger journeys easier to support.
Product
My product experience has not always had “product” in the job title, but a lot of the work has been about the same thing: understanding a problem, working out what users or customers actually need, testing what is practical, and helping turn that into something useful.
Building a mystery shopper before paying for one
At easyJet, there was a gap in what we knew about what was actually happening across the onboard customer experience.
Challenge
External mystery shopping would have cost money, so I wanted to test whether we could get useful evidence from employees already travelling through the customer journey.
Approach
I worked with crew standards on what we needed to learn, built and launched the survey internally, then cleaned three months of data in Excel and checked the findings with data analysts.
Outcome
The programme launched in around two months and identified real issues around cleanliness, greetings and baggage access without needing to start with an external research provider.
Fixing a small baggage problem that created a bad experience
Passengers in the first row could end up storing bags three or four rows behind them, then fighting against people leaving the aircraft to retrieve them.
Challenge
It was a small operational detail, but it created a frustrating experience for customers who had often paid more for those seats.
Approach
I identified the issue through the customer-experience work and supported a change to reserve nearby baggage space for those passengers.
Outcome
The change improved customer satisfaction and also gave customers another practical reason to see value in booking the front row.
Helping crew recognise key customers onboard
I worked on a crew-facing app that could show important customer groups onboard, including easyJet holidays customers.
Challenge
Crew could provide a more personalised service if the right customer information was available at the point they actually needed it.
Approach
I initiated work to identify those customers onboard, worked with the app team and fed the requirement into the backend pipeline.
Outcome
The work created a route for crew to recognise key customer groups more easily and opened up further service and personalisation opportunities.
Building PPE ranges around the workforce wearing them
At Cromwell, I worked across own-brand PPE development for customers whose workforces covered a much wider range of body sizes than many standard ranges did.
Challenge
If the range could not fit the people expected to wear it, it became much harder to use across large organisational customers and tenders.
Approach
I worked with suppliers through samples, quality, cost and certification, including development of broader men’s and women’s size ranges.
Outcome
The Halo range extended to roughly size 24 for women and around 5XL for men, making it more practical for customers with diverse workforces.
AI
My AI experience has been practical rather than theoretical. I’m interested in where AI fits into real work: how people use it, what it helps with, where it gets confusing, and how to turn it from a clever demo into something useful.
Getting people to actually use Jetstream
Jetstream was an internal easyJet policy-search tool, but only around a quarter of the target users were using it and many did not really understand what it was for.
Challenge
The existing training was too passive. Showing people features was not enough if they could not recognise a real situation where the tool would help them.
Approach
I worked with the developer, used feedback from users and changed the training around real questions, quizzes and live examples instead of standard show-and-tell sessions.
Outcome
Usage increased after the workshops, with the tool moving into more regular weekly use. It showed me that building an AI tool and getting someone to use it are two different jobs.
Making AI training something people actually had to try
easyJet had several internal AI tools, but people still needed practical reasons to use them in their day-to-day work.
Challenge
Another presentation explaining that AI was important was unlikely to change much on its own.
Approach
I ran and supported interactive showcase sessions using real questions, quizzes and hands-on examples, working with AI champions, graduates, managers and the teams building the tools.
Outcome
The sessions made the tools less abstract and produced repeatable material that other managers could use with their own teams.
Building Beth’s Hangman as a daily game
I wanted a simple daily game for family and friends, so I built and launched a browser-based Hangman game rather than leaving it as an idea.
Challenge
A daily word game only works if it stays fair and unpredictable. Early word selection could become too themed, which made answers easier to guess.
Approach
I built the daily puzzle system, mobile-first interface, statistics and sharing, then kept iterating the word list and randomisation after people actually started using it.
Outcome
It became a live product I could keep improving based on real use, including fixing repetition and predictability rather than treating launch as the end of the project.
Building Drop Item for one very specific job
I wanted a quick way to turn a transparent PNG into a floating, spinning item GIF, so I built a one-page browser tool to do it.
Challenge
It is the kind of small task that is annoying to repeat but too niche to justify a complicated piece of software.
Approach
I built Drop Item to upload the image, preview the animation and export the finished GIF directly in the browser.
Outcome
It turned a repeated little job into a reusable tool and is a good example of why I like building around niche problems that would otherwise stay unsolved.
Making screen text copyable in a couple of clicks
I wanted an easier way to copy text from places where normal copy and paste did not work, so I built a lightweight Windows OCR tool.
Challenge
Existing OCR workflows added too many steps for something that should feel as simple as selecting the text you can already see.
Approach
I built a flow where the user draws around an area of the screen and the recognised text is copied straight to the clipboard, then iterated on detection, clipboard checks, diagnostics and testing.
Outcome
The result is a small utility that removes friction from a repetitive task and shows how I use AI-assisted development to solve problems I actually have.
Building 'Football Manager for workplace decision-making'
I have been building a workplace simulator around the messy part of projects: competing priorities, incomplete information, stakeholder requests and trade-offs.
Challenge
You can learn project theory without ever practising what it feels like when several people want different things and there is no obviously correct answer.
Approach
I designed the simulator around a real project the user is already working on, with departments, meetings, changing requests, capacity and consequences. I deliberately kept the first core loop deterministic before adding AI behaviour.
Outcome
The project has become a way to explore where AI can make a simulated workplace more believable, while still grounding reactions in the project state rather than generating random workplace drama.
CV
A fuller version of my experience, written more like a website than a formal PDF CV.
A quick version of my experience
I’ve worked across marketing, product, operations, commercial and AI adoption, mostly in roles where the job is to take something messy and make it clearer.
That has meant building B2B marketing plans, improving customer experience reporting, supporting operational planning, helping people adopt AI tools, reviewing product ranges, clearing old stock, and working between teams who do not always speak the same language.
A lot of how I work also comes from earlier experience: refereeing football matches, running a university boxing club, working in customer service, and learning how to deal with people properly.
The common thread is taking practical problems and turning them into something easier to act on: a plan, a decision, a process, a project, a test, or just a clearer way forward.
What I bring
Marketing that connects to the business
I’ve worked on B2B marketing, campaign planning, events, newsletters, website content and product marketing. I’m interested in marketing that does a job, not just activity for the sake of activity.
Commercial thinking without pretending to be a finance robot
I like understanding what is actually worth doing: what is selling, what is stuck, what needs fixing, and where time or money is being wasted.
Product and customer thinking
A lot of my work has sat around the same question: does this actually work for the person using it? That has applied to PPE ranges, airline customer journeys, internal tools and my own AI product builds.
AI adoption that is practical, not hype
I’ve worked on internal AI tools and adoption, including training, workshops, user feedback and helping people understand how tools fit into their day-to-day work.
Cross-functional delivery
Most of my experience has involved working between teams: marketing, sales, suppliers, developers, operations, customer teams, warehouse, airports, leadership and frontline users.
Experience
Assistant Category Manager, PPE
Cromwell | Oct 2025 to Apr 2026
I worked across a large PPE portfolio, supporting product range reviews, supplier conversations, product development, marketing support and stock management.
A big part of the role was making the range more commercially useful: which products were working, which were not, what customers needed, and where stock or supplier decisions were quietly creating problems.
Things I worked on:
- Reviewed own-brand and branded PPE ranges, looking at performance, customer fit, competitor gaps and replacement opportunities.
- Supported supplier discussions around cost, quality, delivery and commercial value.
- Helped develop own-brand PPE products from sample stage through review and order.
- Worked with sales and marketing to decide which products needed better support, clearer messaging or more visibility.
- Used data to understand ageing stock, commercial risk and product saleability.
- Helped analyse and clear ageing stock, supporting a wider stock reduction project worth around £300k, including around £100k needing recertification, disposal or write-off.
- Supported product launch activity, including sales enablement, product guidance and marketing input.
Marketing Executive, B2B
easyJet | Apr 2025 to Oct 2025
I worked in easyJet’s business travel team, which meant marketing to travel managers and corporate decision-makers rather than the usual leisure audience.
The main challenge was that B2B marketing activity existed, but it needed clearer measurement, stronger funnel thinking and a better link to business development.
Things I worked on:
- Helped shape a more structured B2B marketing plan across awareness, consideration and lead generation.
- Supported KPI thinking across campaigns, events, newsletters, paid media and content.
- Worked on business travel messaging for an audience that needed value, trust, network strength and ease.
- Helped connect marketing activity to business development priorities, rather than treating marketing as just brand awareness.
- Supported campaign tracking, including a Telegraph trial that did not perform, which was useful because it showed what not to keep spending on.
- Supported a business travel event activation with a simple competitive game that generated 20 new leads and improved stand engagement.
- Used AI tools to support market and competitor research for stakeholder updates.
Junior Business Change Manager / Innovation
easyJet | Oct 2024 to Mar 2025
I worked across business change, Agile delivery and internal AI adoption. This included Jira improvements, system rollout support, project tracking, testing, internal communications and AI workshops.
This role helped me understand that tools only matter if people actually use them.
Things I worked on:
- Supported Jira clean-up work to make project delivery easier and reduce future bottlenecks.
- Shadowed business analysis and project management work across internal tools and operational systems.
- Supported process mapping, testing, progress tracking and stakeholder updates.
- Worked in Agile delivery environments, supporting sprint tracking and developer coordination.
- Helped roll out internal AI tools, including policy search, document comparison, Excel analysis and a ChatGPT-style assistant.
- Worked with developers, internal comms and business users to make AI tools easier to understand.
- Reworked passive training into interactive sessions using Slido quizzes, live examples and real user questions.
- Supported AI showcase sessions, graduate workshops and manager-led adoption materials.
Operations Executive
easyJet | Apr 2024 to Sep 2024
I worked in operations strategy and planning, where the job was often to understand how one decision could affect flights, airports, crew, customers, call centres, commercial teams and PR risk.
This was a good lesson in how connected businesses really are.
Things I worked on:
- Supported operational planning for the Paris Olympics and Paralympics.
- Helped coordinate actions across crew planning, airports, routes, commercial, customer and call centre teams.
- Supported planning around airspace restrictions, cancellations, customer policy and accessibility requirements.
- Worked on future fleet growth impact, including risks around aircraft, training, airports and operational capacity.
- Presented fleet growth impact work to senior leadership.
- Supported a dry lease project, helping align teams around aircraft transition timelines.
- Helped create a graduate buddy system to make onboarding easier for new graduates.
Product Owner / Customer Experience
easyJet | Sep 2023 to Mar 2024
I worked in customer and in-flight experience, using feedback and reporting to understand what was actually happening across the customer journey.
The work was about turning feedback into something useful: not just collecting comments, but finding patterns and helping teams act on them.
Things I worked on:
- Supported customer satisfaction reporting and monthly insight.
- Helped launch an internal Mystery Shopper approach using staff feedback from real travel journeys.
- Built survey questions, supported comms, cleaned data and worked with analysts to check findings.
- Helped identify practical customer experience issues, including cleanliness, greetings, baggage access and onboard service.
- Supported work that contributed to a reported 2-point CSAT uplift.
- Worked on customer journey ideas linked to seat map and personalisation opportunities.
Marketing Executive / Marketing Assistant
Silicon Sensing | Sep 2021 to Sep 2022
I worked across social media, website updates, events, campaigns and technical product marketing.
Because the products were technical, the challenge was making the content clearer and more interesting without losing accuracy.
Things I worked on:
- Managed social media, content, website updates and campaign support.
- Worked with sales and technical teams to turn product information into clearer marketing messages.
- Supported events, including planning, materials and coordination.
- Helped with website development work, including supplier comparison, copywriting and improving content control.
- Used tools like Google Analytics and Hotjar to understand how people moved through the site.
- Helped make technical product content more useful for the people actually reading it.
Earlier leadership & frontline experience
Chair and Treasurer, University of Plymouth Boxing Club
Commercial
My commercial experience has mostly come from working close to the details: stock, suppliers, pricing, product ranges, marketing spend, customer demand and operational trade-offs. I’m interested in the point where a good idea has to make financial sense.
Improving margin in the safety-glasses category
At Cromwell, I worked across the commercial performance of a large PPE portfolio, including the safety-glasses category.
Challenge
Category work is not only about which products sell. Cost, pricing, supplier terms and range decisions all affect whether a category is actually performing well commercially.
Approach
I reviewed product performance and commercial terms as part of the wider category-management work and supported decisions around the range and supplier position.
Outcome
The work delivered a 12% margin improvement within the safety-glasses category.
Turning £300k of ageing stock into decisions
Cromwell had around £300k of PPE stock that had been sitting in the warehouse for years, with some items around five to ten years old.
Challenge
The stock could not all be treated the same way. Some could still be sold, while other products needed discounting, recertification, disposal or write-off.
Approach
I analysed the stock by saleability and certification risk, then worked with marketing, the website and warehouse teams on the actions needed for each group.
Outcome
The review covered around £300k of stock and identified roughly £100k that required recertification, disposal or write-off, turning a large stock problem into a clear set of actions.
Asking whether every product had a reason to be there
In category management, I worked across branded and own-brand PPE ranges where warehouse space, supplier relationships and commercial support all needed to earn a return.
Challenge
Some products were weak or unprofitable, some supplier arrangements were less attractive than they could be, and some ranges needed replacing or improving.
Approach
I used range reviews, competitor analysis, supplier discussions, product performance and customer demand to identify products that should stay, change, be replaced or be cleared.
Outcome
The work helped focus commercial effort on products and suppliers that had a clearer reason to remain in the range.
Making £150k of marketing spend more accountable
easyJet’s business travel team had around £150k of marketing spend, but it was difficult to connect that investment clearly to movement through the sales funnel.
Challenge
Without stronger KPIs, it was hard to know which activity deserved more investment and which activity was mainly creating awareness without moving people further.
Approach
I helped build a clearer measurement structure across awareness, consideration and lead generation, connecting campaign activity more directly to business-development needs.
Outcome
It gave the team a more commercial way to judge its marketing activity and a better basis for deciding where future spend should go.