Programme Manager Interview PackA 90-Day Delivery Plan for My Rewards, CRM Transformation, GDPR-Compliant Data Strategy and Commercial Growth
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Executive Summary

The opportunity in one page

Programme Manager — Interview Pack

From fragmented engagement to a connected fan engagement engine.

The organisation needs to move from fragmented digital engagement and data usage to an integrated, GDPR-compliant fan intelligence and engagement ecosystem that improves member value, increases commercial revenue and reduces churn.

Open the 90-day plan Why me

The objective is not simply to launch technology. The objective is to create a connected fan engagement engine that improves member value, increases commercial revenue, reduces churn and gives the organisation a trusted data foundation for long-term growth.

Headline outcomes

Four outcomes that define success

My Rewards

Pilot in 90 days

full launch to 150,000 in months 4–6

Programme Value

£2.5m

integrated CRM, data and digital marketing

Compliance Posture

GDPR-first

single view of fan and member

Commercial Lever

Personalised

engagement at lifecycle level

What this pack covers

A practical delivery proposal

  • What I understand about the challenge
  • What I would implement and how I would deliver it
  • What the first 90 days would look like
  • How the £2.5m transformation would be governed
  • How My Rewards would be piloted in 90 days and fully launched in months 4–6
  • How commercial uplift and churn would be measured

Pack structure

Nineteen sections — the plan and the person behind it

01Executive Summary02The Challenge03Strategic Outcomes04Delivery Framework05First 90 Days0612-Month Roadmap07My Rewards Launch08CRM, Data & Analytics09Cost Breakdown10GDPR & Governance11Fan Engagement12Commercial Uplift13Retention & Churn14Governance Model15Team & Resourcing16Risks & Controls17KPI Dashboard18Why Me19CV
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Understanding the Challenge

From fragmentation to fan intelligence

Likely starting position

Where the organisation is today

A pragmatic view of the conditions a new Programme Manager should expect to find and address quickly.

  • Fan and member data may be fragmented across platforms
  • Engagement may be campaign-led rather than lifecycle-led
  • Commercial opportunities may be underused due to limited segmentation
  • Membership churn may not be predicted early enough
  • GDPR compliance must be embedded from the start, not retrofitted
  • My Rewards needs strong adoption, value perception and operational readiness
  • Multiple internal teams and suppliers must be aligned around one delivery model

The shift

From Fragmentation to Fan Intelligence

Before

Fragmented engagement

  • •Disconnected data across platforms
  • •Manual reporting cycles
  • •Generic, broadcast campaigns
  • •Limited member insight
  • •Reactive churn management

After

Fan intelligence

  • •Integrated CRM as the operating spine
  • •Single fan and member view
  • •Personalised lifecycle journeys
  • •Real-time analytics and dashboards
  • •Proactive retention and intervention
  • •Revenue-generating engagement
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Strategic Outcomes

Five transformation outcomes

Five transformation outcomes

What success looks like

Each outcome maps to delivery workstreams, KPIs and benefits tracked through the executive dashboard.

01

Fan Intelligence

Build a trusted, GDPR-compliant data foundation that gives the organisation a clearer view of members, fans, behaviour, preferences and engagement.

02

Commercial Growth

Use segmentation, personalisation and rewards to increase revenue through memberships, offers, partnerships, merchandise, events and digital campaigns.

03

Membership Retention

Use predictive insight, value-led engagement and timely interventions to reduce churn.

04

Digital Modernisation

Deliver an integrated CRM, analytics and marketing platform that supports scalable global engagement.

05

Organisational Capability

Create best practice, governance, reporting and ways of working so digital engagement becomes embedded across the organisation.

Section 04 / 19
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Delivery Framework

Six pillars operating model

Six pillars

The delivery operating model

A single framework that aligns strategy, technology, compliance and commercial outcomes.

01Pillar

Strategy & Outcomes

Define the commercial, engagement, data and member retention outcomes.

02Pillar

CRM & Data Foundation

Implement integrated CRM, data architecture, segmentation, consent management and analytics.

03Pillar

My Rewards Launch

Launch the rewards product to 150,000 members and fans with controlled rollout, adoption tracking and communications.

04Pillar

Fan Engagement Journeys

Design personalised journeys across onboarding, renewal, rewards, campaigns, events and partner offers.

05Pillar

Governance & Compliance

Embed GDPR, data protection, risk management, supplier governance, reporting and decision controls.

06Pillar

Measurement & Optimisation

Track KPIs, improve campaigns, reduce churn and increase commercial revenue through continuous optimisation.

Operating model at a glance

Inputs
Engine
Outputs

Strategy, data sources, member & fan signals, supplier capability, budget envelope.

Six pillars governed through a single programme plan, RAID, decision log and benefits tracker.

My Rewards launched, lower churn, higher revenue per member, GDPR confidence, executive reporting.

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First 90 Days Plan

Discover, design, execute

Interactive timeline

The first 90 days, phase by phase

Click each phase to explore the activities, deliverables and live KPI panel.

90-day Gantt

Sequencing across the first quarter

Hover for the underlying activities. Click any bar to focus that phase below.

Bar colours

Discover (Days 1–30)· Stakeholders, governance, GDPR
Design (Days 31–60)· Operating model, MVP scope
Execute (Days 61–90)· Build, UAT, readiness
My Rewards track· Launch design and pilot
Executive readout· 90-day decision pack
Lane = the row label on the left (activity · phase)
Milestone marker
Click a bar to focus that phase below · click the day-90 milestone to open My Rewards
Activity · Phase
D1D30D60D90
Stakeholder discoveryDays 1–30
Governance stand-upDays 1–30
GDPR & DPIA reviewDays 1–30
Target operating modelDays 31–60
My Rewards launch designDays 31–60
MVP scope & backlogDays 31–60
CRM & data buildDays 61–90
UAT & operational readinessDays 61–90
My Rewards controlled pilotDays 61–90
Executive readoutDays 61–90
Milestones
Phase 1 sign-off
Design & MVP scope approved
Pilot go/no-go decision

Activities

Days 1–30 · Discover, Stabilise and Align

  • Meet CEO, executive sponsors, CMO, CIO, DPO, Membership, Commercial, Marketing, Digital, Finance and supplier leads
  • Review current CRM, data, analytics and marketing landscape
  • Review My Rewards product readiness
  • Confirm business case, revenue uplift targets and churn reduction assumptions
  • Review GDPR position, consent model, data flows and DPIA requirements
  • Map existing fan and member journeys
  • Identify critical risks, dependencies and supplier constraints
  • Create programme governance structure
  • Confirm budget baseline for the £2.5m transformation
  • Establish RAID, decision log, milestone plan and reporting rhythm

Deliverables

Tangible artefacts at the end of the phase

  • Current state assessment
  • Stakeholder map
  • Programme initiation pack
  • High-level roadmap
  • RAID log
  • Governance model
  • My Rewards readiness assessment
  • GDPR and data risk summary

Live KPI panel

Days 1–30 · progress trends

Edit any target or current value to model progress in real time. Trends update as you input new figures.

Stakeholder interviews completed

18/ 25

72% to target

Current state assessment

75/ 100%

75% to target

RAID items captured

22/ 30

73% to target

Section 06 / 19
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Full Transformation Roadmap

From mobilisation to scale

12-month view

From mobilisation to scale

Click any phase to explore the workstreams. Milestones are tracked at executive level throughout.

Programme Gantt

12 months at a glance

Hover any bar for the workstreams in that phase. Click to jump straight to the proof section.

Bar colours

Mobilisation & Discovery· Month 1
Design & Foundation· Months 2–3
Build & Integrate· Months 2–4
Launch & Adoption· Months 4–6
Optimise & Scale· Months 6–12
Lane = the row label on the left (programme phase)
Milestone marker
Click a bar to open its proof section · click a milestone to open its evidence
Programme phase
M1M3M6M9M12
Mobilisation & DiscoveryMonth 1
M1
Design & FoundationMonths 2–3
M2–M3
Build & IntegrateMonths 2–4
M2–M4
Launch & AdoptionMonths 4–6
M4–M6
Optimise & ScaleMonths 6–12
M6–M12
Milestones
Mobilisation complete
My Rewards pilot ready
My Rewards full launch
First commercial uplift report
Benefits realisation review
Governance
Current state review
GDPR review
Supplier alignment
My Rewards readiness

Programme milestones

Eight executive checkpoints

M1

Programme mobilisation complete

M2

Data governance approved

M3

CRM MVP ready

M4

My Rewards pilot ready

M5

My Rewards full launch

M6

First commercial uplift report

M7

Churn reduction review

M8

Benefits realisation review

Section 07 / 19
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My Rewards Launch Plan

Launch to 150,000 members and fans

My Rewards is the most visible commercial product in this programme. The 90-day plan delivers staff readiness, beta and a controlled pilot to ~15,000 members, ending with an executive go/no-go. Soft launch and full launch to the 150,000 members and fans then sequence into months 4–6, on the back of pilot evidence.

Ten launch workstreams

What goes into a controlled launch

01

Product readiness

02

Member data readiness

03

GDPR and consent readiness

04

Communications and campaign planning

05

Partner and reward fulfilment

06

Customer support readiness

07

Technical integration

08

Analytics and reporting

09

Launch risk management

10

Post-launch optimisation

Phased adoption

From internal readiness to 150,000 members and fans

01

Weeks 1–2 · in 90-day plan

Internal readiness

All staff and operations teams

Key actions

  • Staff briefing and training
  • Customer service playbook
  • Support tooling configured
  • Reward fulfilment tested end to end

Success criteria

  • 100% of customer service staff trained
  • Support response SLA agreed
  • Zero P1 defects in fulfilment dry run
02

Weeks 3–5 · in 90-day plan

Beta cohort

Closed cohort of 1,500 engaged members

Key actions

  • Invite-only registration
  • Daily monitoring
  • Weekly feedback survey
  • Defect triage with supplier

Success criteria

  • ≥60% activation in cohort
  • ≥70% reward redemption attempt
  • Member NPS ≥+30
  • Zero GDPR incidents
03

Weeks 6–10 · ends inside 90 days

Controlled pilot

~15,000 members across selected segments

Key actions

  • Email and in-app pilot invite
  • Partner reward go-live
  • Performance and load testing in production
  • Refinement based on beta learning
  • Pilot results pack for executive go/no-go

Success criteria

  • ≥45% activation in pilot
  • ≥35% reward redemption
  • Support contact volume within forecast
  • Renewal intent uplift measurable
  • Executive go/no-go decision for full launch
04

Months 4–5 · post 90 days

Soft launch

~50,000 members across broader segments

Key actions

  • Wave 1 email and in-app launch
  • Partner co-marketing live
  • Lifecycle journeys switched on
  • Operational scale-up of support

Success criteria

  • ≥40% activation in 30 days
  • ≥25% reward redemption
  • Support SLAs held at 2× volume
  • Confirmed readiness for full launch
05

Months 5–6 · post 90 days

Full launch

150,000 members and fans

Key actions

  • Multi-channel launch campaign
  • Press and social activation
  • Partner amplification
  • Executive briefing daily for first week

Success criteria

  • ≥35% activation within 30 days of full launch
  • ≥25% reward redemption in 30 days
  • Revenue per member uplift trending to target
  • Zero major incidents
06

Month 6+

Optimisation

Full member and fan base

Key actions

  • Lifecycle journeys live
  • A/B testing on offers
  • Partner expansion plan
  • Quarterly benefits review

Success criteria

  • Sustained engagement above launch month
  • Churn reduction trending to target
  • Commercial uplift confirmed in P&L

Member journey

Awareness to advocacy

Awareness
Registration
First Reward
Repeat Engagement
Renewal
Advocacy

Communications plan

Eight touchpoints from teaser to renewal

WhenChannelMessage
T-4 weeksInternalAll-staff briefing: what My Rewards is, why it matters, what to say
T-2 weeksMembersTeaser email and social: 'Something new is coming for members'
T-1 weekMembers + fansReveal email, social reel, partner mention
Launch dayAll channelsLaunch email, in-app banner, push notification, social, web takeover
T+3 daysMembersReminder email to non-activators, simplified registration prompt
T+2 weeksMembersFirst reward earned stories, partner spotlights
T+30 daysMembersPersonalised reward recommendations and renewal nudges
QuarterlyMembers + fansTier progression, partner refresh, exclusive content drops

Success criteria

What good looks like across 150,000 members and fans

Activation rate≥35% within 30 days of full launch
Registration conversion≥75% from invitation click
Reward redemption≥25% of activated members in 30 days
Repeat engagement≥40% second visit within 60 days
Renewal uplift+5 points vs prior cohort
Churn reduction-3 points within 6 months
Member NPS≥+30 in first 90 days
Partner offer conversion≥12% per featured offer
Support contact rate<2% of activations require support
GDPR postureZero reportable incidents
Section 08 / 19
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CRM, Data & Analytics Transformation

The £2.5m delivery architecture

The £2.5m envelope

Eight workstreams, one delivery plan

CRM implementationData integrationMarketing automationAnalytics and reportingGDPR and consent managementDigital journeysSupplier deliveryChange and adoption

Target architecture

Sources, engine, outputs

Data sources

  • Membership
  • Ticketing
  • Website / app
  • Email marketing
  • Merchandise / commerce
  • Rewards platform
  • Events
  • Customer service
  • Partner campaigns

Core platform

  • CRM
  • Customer data layer
  • Consent management
  • Segmentation engine
  • Analytics dashboard
  • Marketing automation

Outputs

  • Personalised campaigns
  • Member retention actions
  • Revenue campaigns
  • Executive reporting
  • Partner insights
  • Fan engagement journeys

The CRM should become the operating spine of fan and member engagement, not just a contact database.

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£2.5m Cost Breakdown

Workstream, vendor vs internal, timing

Interactive £2.5m breakdown by workstream, vendor vs internal effort and delivery phase. Allocations feed live into the business case — change a workstream and ROI, payback and assumptions update across the pack.

£2.5mTotal programme

Hover a slice to highlight a workstream

Spend split

Vendor vs internal

Vendor / partners

£1.57m

63% of £2.5m

Internal effort

£928k

37% of £2.5m

Timing

Spend by phase

Mobilise

£325k

13%

Build

£1.60m

64%

Launch

£450k

18%

Scale

£125k

5%

Linked business case

Live impact on ROI

Calculated from the workstream allocations on this page and the levers on the business case.

Investment

£2.50m

100% of £2.5m envelope

Incremental rev / yr

£616k

From business case

Payback

4.1 yrs

At current model

3-year ROI

-26%

Net of investment

Live delta · last slider changestable
Investment
£2.50mno change
Payback
4.1 yrsno change
3-year ROI
-26%no change
Open business case calculator →

Adjust the model

Workstream allocations

Each row is editable. Allocation is % of £2.5m. Vendor % is the share of that workstream delivered by external partners.

CRM platform & licencesBuild
£550k · 22%

Allocation %

Vendor share %

Vendor £495kInternal £55k
Data integration & CDPBuild
£450k · 18%

Allocation %

Vendor share %

Vendor £315kInternal £135k
My Rewards platformBuild
£400k · 16%

Allocation %

Vendor share %

Vendor £320kInternal £80k
Marketing automation & journeysLaunch
£250k · 10%

Allocation %

Vendor share %

Vendor £150kInternal £100k
Analytics, BI & dashboardsBuild
£200k · 8%

Allocation %

Vendor share %

Vendor £110kInternal £90k
GDPR, consent & DPIAMobilise
£150k · 6%

Allocation %

Vendor share %

Vendor £60kInternal £90k
Change, training & adoptionLaunch
£200k · 8%

Allocation %

Vendor share %

Vendor £60kInternal £140k
Internal squad & PMOMobilise
£175k · 7%

Allocation %

Vendor share %

Vendor £0Internal £175k
Contingency (10%)Scale
£125k · 5%

Allocation %

Vendor share %

Vendor £63kInternal £63k
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GDPR & Data Governance

Trusted, compliant, commercial

Commercial growth must be built on trusted, compliant data. GDPR is a delivery accelerator, not a blocker. Consent, DPIA, retention and ownership are designed in from day one.

Operating principles

Twelve controls embedded from day one

  • Privacy by design
  • Consent and preference management
  • Data minimisation
  • Clear lawful basis
  • DPIA where required
  • Role-based access
  • Data retention rules
  • Supplier data processing agreements
  • Audit trail
  • Data quality controls
  • Incident and breach management
  • Reporting to DPO and executive governance

GDPR confidence model

Six pillars the DPO and executive can rely on

01

Data inventory

Where data lives, who owns it, how it flows.

02

Consent model

Captured, evidenced, refreshed, respected.

03

DPIA

Completed for high-risk processing activities.

04

Supplier controls

DPAs, sub-processors, security baseline.

05

Access controls

Role-based, reviewed, auditable.

06

Reporting and audit

Visible to DPO and executive governance.

Consent flow

Six stages from capture to audit

Step 1

Capture

Granular opt-in at registration: marketing, partners, profiling, analytics. Clear language, no pre-ticks.

Step 2

Evidence

Source, timestamp, version of notice and IP stored against each consent record.

Step 3

Honour

Consent state checked at every campaign send and every data share with partners.

Step 4

Refresh

Re-permission cycle every 24 months and at any material change to processing.

Step 5

Withdraw

Self-service preference centre, single-click unsubscribe, propagated within 24 hours.

Step 6

Audit

Monthly consent coverage report to DPO and Data Governance Forum.

DPIA checklist

Eleven items completed before any high-risk processing goes live

  • Processing activity described and lawful basis confirmed
  • Data categories and special categories identified
  • Data subjects and volumes identified (members, fans, minors flagged)
  • Necessity and proportionality tested against business purpose
  • Risks to rights and freedoms assessed (profiling, automated decisions, sharing)
  • Mitigations defined (minimisation, pseudonymisation, retention, access)
  • Suppliers and sub-processors listed with DPAs in place
  • International transfer mechanism confirmed where applicable
  • Consultation with DPO completed and recorded
  • Residual risk rated and signed off by Executive Sponsor
  • Review date scheduled (annual or on material change)

Data retention rules

What we keep, for how long, and why

Data categoryRetention periodLawful basis / rationale
Member account dataDuration of membership + 24 monthsContract, legal
Marketing consent recordsDuration of consent + 24 monthsLegal evidence of consent
Transactional and reward history7 yearsLegal, tax, accounting
Behavioural / profiling data24 months rollingLegitimate interest, consent
Customer service contact records3 yearsLegitimate interest
Web and app analytics (identifiable)13 monthsConsent
Lapsed / inactive member recordsAnonymised after 24 months of inactivityData minimisation
DPIA and governance recordsLifetime of processing + 6 yearsAccountability

RACI ownership

Who owns each GDPR area

AreaResponsibleAccountableConsultedInformed
Data strategy and policyData LeadDPOProgramme Manager, CIOSteering Group
Consent capture and preference centreMarketing DirectorDPOCRM supplier, Programme ManagerCustomer Service
DPIA deliveryProgramme ManagerDPOWorkstream Leads, LegalSteering Group
Supplier DPAs and sub-processorsProcurementDPOLegal, Programme ManagerCIO
Access controls and reviewsCIO / Tech LeadDPOData LeadAudit
Retention and deletion runsData LeadDPOCIO, CRM supplierProgramme Board
Subject rights requests (DSAR)Customer Service LeadDPOLegal, Data LeadProgramme Board
Breach detection and responseCIO / Tech LeadDPOLegal, Communications, Programme ManagerCEO, Steering Group
Section 11 / 19
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Fan Engagement Strategy

Lifecycle, not campaigns

Operating principles

Lifecycle, not campaigns

  • Move from generic campaigns to personalised lifecycle journeys
  • Treat members differently based on behaviour, value and engagement
  • Use data to identify churn risk early
  • Reward meaningful engagement
  • Create value beyond matchday
  • Connect digital, membership, rewards, events and commercial campaigns
  • Use analytics to test and improve

Segments

Treat fans differently

Paid-up membersHighly engaged fansAt-risk membersNew membersLapsed membersInternational fansFamily / youthCommercially active fansEvent attendeesRewards users

Lifecycle journeys

Seven priority journeys

  • 01Welcome and onboarding
  • 02Rewards activation
  • 03Matchday / event engagement
  • 04Renewal journey
  • 05Win-back journey
  • 06Partner offer journey
  • 07High-value fan journey
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Commercial Revenue Uplift

Data into revenue

Live business case

Stress-test the investment

Move the sliders to model member base, ARPU, churn and rewards adoption. Investment is read live from the cost breakdown — change either page and ROI, payback and assumptions update across the pack.

Investment £2.50mVendor £1.57mInternal £0.93mAdjust cost model →
Live delta · last slider changestable
Investment
£2.50mno change
Payback
4.1 yrsno change
3-year ROI
-26%no change
Member base150k members
Baseline revenue per member£24 / year
Baseline annual churn18%
My Rewards adoption (yr 1)45%
ARPU uplift on adopters22%

Baseline revenue

£3.60m

150k × £24

Incremental revenue / yr

£0.62m

Uplift + retention

Payback

4.1 yrs

On £2.50m investment

3-year ROI

-26%

Net of investment

New ARPU (blended)

£26

from £24

New churn

10.8%

from 18%

Indicative model. Investment tracks the live workstream allocations on the cost breakdown page. Assumes up to 40% relative churn reduction (capped at 8pts). To be validated against finance baselines in discovery.

Revenue levers

Where commercial uplift comes from

Increased membership renewalReduced churnIncreased partner offer engagementHigher merchandise conversionBetter campaign targetingMore effective sponsorship activationPremium membership upsellEvent and experience promotionInternational fan monetisationData-informed commercial partnerships

Commercial logic model

From data to revenue

Better data
Better segmentation
Better campaigns
Higher engagement
Higher revenue
Lower churn

Example KPI targets

Editable placeholders

Baselines are to be confirmed during discovery. Adjust the percentages to model targets in conversation.

Increase rewards activation by
%

Baseline to be confirmed

Improve renewal rate by
%

Baseline to be confirmed

Reduce churn by
%

Baseline to be confirmed

Increase revenue per member by
%

Baseline to be confirmed

Increase campaign conversion by
%

Baseline to be confirmed

Increase partner offer redemption by
%

Baseline to be confirmed

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Membership Retention & Churn Reduction

Detect, intervene, measure

Closed-loop model

Detect, intervene, measure, optimise

01

Detect

02

Segment

03

Intervene

04

Measure

05

Optimise

Churn signals

Indicators we monitor

Reduced email engagementNo reward activationReduced event participationFailed paymentNo login activityLow campaign engagementNegative support contactNon-renewal behaviour

Interventions

What we do about it

Personalised renewal remindersExclusive rewardsRe-engagement campaignsValue summary emailsTargeted offersMember feedback loopCustomer service escalationWin-back journeys
Section 14 / 19
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Stakeholder & Governance Model

Decision rights and forums

Governance is engineered for clarity, speed and accountability. Decision rights, escalation routes and forum cadence are defined from day one and reviewed at every Programme Board.

Governance layers

Forums, cadence and purpose

ForumChairCadencePurpose
1Executive Steering GroupCEOMonthlyStrategic direction, benefits sign-off, escalations from Programme Board
2Programme BoardExecutive SponsorFortnightlyProgramme-level decisions, budget control, RAID, change requests
3Workstream Leads forumProgramme ManagerWeeklyCross-workstream dependencies, delivery alignment, blockers
4Supplier Delivery ForumProgramme ManagerWeeklySupplier performance, integration, contractual delivery
5Data Governance ForumDPOMonthlyGDPR, consent, DPIA, retention, data quality, supplier DPAs
6Launch Readiness BoardProgramme ManagerFrom day 60My Rewards launch criteria, go/no-go decisions
7Benefits Realisation ReviewCommercial DirectorQuarterlyRevenue uplift, churn reduction, value tracking

Stakeholder map

Influence vs interest matrix

Engagement intensity matched to each stakeholder's role in the £2.5m transformation.

Manage closely

High influence · High interest
CEOExecutive SponsorCommercial DirectorCIO / Technology LeadDPO

Keep satisfied

High influence · Lower interest
CFOBoard MembersExternal Auditors

Keep informed

Lower influence · High interest
Marketing DirectorMembership LeadDigital DirectorCustomer Service LeadData / Analytics team

Monitor

Lower influence · Lower interest
CRM SupplierRewards Platform SupplierDigital Marketing SupplierWider Operations

Decision rights

RACI for the seven biggest decisions

DecisionResponsibleAccountableConsultedInformed
Programme scope and budgetProgramme ManagerExecutive SponsorCFO, Workstream LeadsSteering Group
My Rewards launch go/no-goProgramme ManagerCEOCommercial, Marketing, DPO, CIOAll staff
GDPR / DPIA approvalDPOExecutive SponsorLegal, Programme ManagerSteering Group
CRM / data architectureCIO / Tech LeadExecutive SponsorProgramme Manager, SuppliersMarketing, Membership
Campaign and segmentation strategyMarketing DirectorCommercial DirectorMembership, Data teamProgramme Board
Supplier change requestsProgramme ManagerExecutive SponsorProcurement, CIOSteering Group
Benefits realisation reportingCommercial DirectorCEOFinance, Programme ManagerBoard

Escalation routes

From workstream to CEO in five steps

L1

Workstream Lead

Operational delivery issue
Within 24 hours

L2

Programme Manager

Cross-workstream blocker, supplier risk, scope query
Within 48 hours

L3

Programme Board

Material risk, change request, budget variance >5%
Next fortnightly

L4

Executive Steering Group

Strategic risk, GDPR breach, launch risk, budget variance >10%
Next monthly or emergency

L5

CEO direct

Reputational, regulatory, or commercial impact above board tolerance
Immediate

Programme artefacts

What we maintain

  • Programme plan
  • RAID log
  • Decision log
  • Budget tracker
  • Benefits tracker
  • Change control register
  • Milestone plan
  • Launch readiness checklist
  • Executive dashboard
  • Supplier scorecards
  • Stakeholder communications plan
  • Lessons learned log

Operating principles

How governance behaves

  • Decisions logged, dated and owned. No decisions in inboxes.
  • Single executive dashboard, single source of truth.
  • Escalations have SLAs. Silence is not an option.
  • DPO is a standing member of the Programme Board.
  • Suppliers are governed against scorecards, not goodwill.
  • Benefits owners are named, funded and reviewed quarterly.
Section 15 / 19
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Team & Resourcing Plan

Squads, sequencing and RACI

Squad structure, sequencing across the first 90 days, and a RACI-ready view across the seven core decisions. Mix of internal owners, specialist contractors and delivery partners — sized for the £2.5m envelope.

Total effort

17.0 FTE

Peak first 90 days

Internal

10.0

59%

Contractor

2.0

12%

Partner

5.0

29%

Squad mix

Roles by squad

Programme · 1.8 FTEMy Rewards · 3.0 FTECRM & Data · 9.0 FTEGovernance · 0.7 FTEEngagement · 1.5 FTEChange · 1.0 FTE

90-day Gantt

When each role starts and stops

Hover any bar for the role's remit. Click to jump to the workstream they own.

Bar colours

Programme· Governance & finance → /governance
My Rewards· Rewards launch → /my-rewards
CRM & Data· CRM & data foundation → /crm-data
Engagement· Lifecycle & retention → /retention
Governance· DPO & legal → /gdpr
Change· Adoption → /first-90-days
Lane = the row label on the left (role · squad · source · fte)
Click any role's bar to open the workstream that squad delivers
Role · Squad · Source · FTE
Discover · D1Design · D31Execute · D61D90
Programme Manager (me)Programme · Internal · 1.0 FTE
D1–D90
Executive SponsorProgramme · Internal · 0.2 FTE
D1–D90
Product Owner · RewardsMy Rewards · Internal · 1.0 FTE
D10–D90
Product Owner · CRMCRM & Data · Internal · 1.0 FTE
D1–D90
Data ArchitectCRM & Data · Contractor · 1.0 FTE
D5–D80
CRM Engineers (×3)CRM & Data · Partner · 3.0 FTE
D20–D90
Rewards Engineers (×2)My Rewards · Partner · 2.0 FTE
D25–D90
Data Protection OfficerGovernance · Internal · 0.5 FTE
D1–D90
Legal counselGovernance · Internal · 0.2 FTE
D1–D60
Business Analyst (×2)CRM & Data · Internal · 2.0 FTE
D1–D75
CRM / Lifecycle ManagerEngagement · Internal · 1.0 FTE
D15–D90
Brand & Comms LeadEngagement · Internal · 0.5 FTE
D30–D90
Change & Adoption LeadChange · Contractor · 1.0 FTE
D20–D90
Finance PartnerProgramme · Internal · 0.2 FTE
D1–D90
Vendor / Procurement LeadProgramme · Internal · 0.4 FTE
D1–D45
Data & Insight Analysts (×2)CRM & Data · Internal · 2.0 FTE
D30–D90

RACI

Decision rights across the team

Filter by decision, squad or RACI letter to demonstrate accountability for any single call. Responsible · Accountable · Consulted · Informed.

Decision

Squad

Highlight

R
Responsible
does the work
A
Accountable
answers for it
C
Consulted
two-way input
I
Informed
kept in the loop
RoleProgramme scopeVendor selectionCRM designGDPR & consentMy Rewards launchKPIs & reportingGo-live readiness
Programme Manager (me)
Programme
AAAAAAA
Executive Sponsor
Programme
ACICCIA
Product Owner · Rewards
My Rewards
CCCCRRR
Product Owner · CRM
CRM & Data
CRRCCRR
Data Architect
CRM & Data
ICRCCCC
CRM Engineers (×3)
CRM & Data
IIRICIR
Rewards Engineers (×2)
My Rewards
IICIRIR
Data Protection Officer
Governance
CCCACIC
Legal counsel
Governance
ICICCII
Business Analyst (×2)
CRM & Data
CCRCCRC
CRM / Lifecycle Manager
Engagement
ICCCRRC
Brand & Comms Lead
Engagement
IIIIRIC
Change & Adoption Lead
Change
IICCRCR
Finance Partner
Programme
CCIIICC
Vendor / Procurement Lead
Programme
CRCIIII
Data & Insight Analysts (×2)
CRM & Data
IICCCRC
Section 16 / 19
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Risks, Dependencies & Controls

RAID with mitigations

RAID extract

Top programme risks with mitigations

IDRiskImpactLikelihoodMitigation
R1Data quality issues delay CRM and analytics deliveryHighMediumEarly data audit, cleansing plan and ownership model
R2GDPR uncertainty slows campaign activationHighMediumDPO engagement from day one, DPIA and privacy by design
R3My Rewards adoption is lower than expectedHighMediumPhased launch, clear value proposition, targeted communications and adoption dashboard
R4Supplier delivery is not alignedHighMediumIntegrated supplier plan, weekly delivery forum and clear milestones
R5Benefits are not measurableMediumMediumBaseline KPIs, benefits realisation plan and dashboard from mobilisation
R6Internal teams do not adopt new ways of workingMediumHighChange plan, training, champions network and executive sponsorship
R7Budget pressure against £2.5m envelopeHighMediumBudget controls, prioritised MVP, change control and monthly financial reporting
Section 17 / 19
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KPI Dashboard

Programme, fan, commercial, data

Live executive dashboard. Edit any target or current value to model "what-if" scenarios. Trends update automatically. Values persist in this browser only.

Dashboard category

Programme delivery

Milestones on track

78%
+18.0
Baseline 60Target 95

51% of target achieved

Budget consumed

22% of £2.5m
+22.0
Baseline 0Target 100

22% of target achieved

Open RAID items

14items
-10.0
Baseline 24Target 8

63% of target achieved

Launch readiness

62%
+32.0
Baseline 30Target 100

46% of target achieved

Dashboard category

Fan engagement

Active members

138k
+18.0
Baseline 120Target 165

40% of target achieved

Digital engagement rate

24%
+6.0
Baseline 18Target 35

35% of target achieved

Campaign open rate

28%
+6.0
Baseline 22Target 38

38% of target achieved

Campaign click-through

5%
+2.0
Baseline 3Target 8

40% of target achieved

Dashboard category

Commercial

Revenue uplift vs baseline

6%
+6.0
Baseline 0Target 18

33% of target achieved

Revenue per member

28£
+4.0
Baseline 24Target 38

29% of target achieved

Renewal rate

76%
+4.0
Baseline 72Target 85

31% of target achieved

Member churn

16%
-2.0
Baseline 18Target 11

29% of target achieved

Dashboard category

Data and compliance

Consent coverage

80%
+16.0
Baseline 64Target 95

52% of target achieved

Data quality score

72%
+14.0
Baseline 58Target 90

44% of target achieved

Duplicate records

12k
-10.0
Baseline 22Target 4

56% of target achieved

GDPR actions complete

68%
+28.0
Baseline 40Target 100

47% of target achieved

90-day cadence

How these KPIs are reviewed

Programme delivery weekly, fan and commercial fortnightly, data and compliance monthly. Executive Steering reviews the full board at the end of each 30-day phase.

01

Days 1–30 · Establish baselines

02

Days 31–60 · Confirm targets

03

Days 61–90 · Track to launch

Section 18 / 19
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Why Me

The right Programme Manager

The Programme Manager

Experience matched to the brief

I bring experience leading transformation, technology delivery, AI-driven projects and complex change in regulated, stakeholder-rich environments.

  • Programme and project leadership
  • Digital transformation
  • CRM, data and technology-enabled change
  • Senior stakeholder engagement
  • Supplier coordination
  • Offshore team management
  • Governance and RAID management
  • Delivery planning
  • Executive reporting
  • Product and operational delivery
  • Collaborative leadership
  • Fresh thinking with practical execution

Brief vs proof

What the brief asks for — and where it lives in this pack

Delivery, not theory

Fresh thinking matched with the practical execution discipline to land outcomes — not just decks.

Commercially literate

I run the business case alongside the plan — ROI, payback and ARPU are tracked weekly, not annually.

Built for regulated, fan-driven environments

GDPR, member trust and brand sensitivity are designed into governance from day one.

FAQ

Frequently asked questions

I bring fresh ideas and a collaborative way of working, combined with the delivery discipline required to turn strategy into measurable results.

Closing position

Hire me to land every objective of this programme — on time, on budget and with the commercial, member and compliance outcomes the board is asking for.

In the first 90 days I will mobilise governance, lock the £2.5m envelope, stand up the CRM and data foundation, and run a controlled My Rewards pilot — with the 150,000 members and fans lined up for full launch in months 4–6, on the back of pilot evidence and a live business case the executive can stress-test in the room.

Objective

Pilot My Rewards in 90 days, full launch months 4–6

Staff readiness, beta and a controlled pilot to ~15,000 members inside 90 days; soft launch and full launch to 150,000 members and fans sequenced into months 4–6.

See My Rewards launch plan

Objective

Deliver the £2.5m CRM transformation

Nine workstreams, vendor and internal mix, sequenced across 90 days inside a controlled envelope.

See £2.5m cost breakdown

Objective

Build a GDPR-grade data foundation

Consent flows, DPIA, retention rules and RACI ownership embedded from day one — not bolted on.

See GDPR & data governance

Objective

Unlock commercial growth

Live business case modelling ROI, payback and ARPU uplift — directly linked to the cost model.

Open the business case

Objective

Run governance the board can trust

Stakeholder map, decision rights, escalation routes and weekly KPI panels with targets and trends.

See governance model

Objective

Lead with delivery discipline

Risks, dependencies and resourcing tracked openly — fresh thinking matched to practical execution.

See team & RACI

My commitment to you, personally

"Hire me and I'll treat the £2.5m as if it were my own. I'll bring the cadence, the candour and the commercial discipline this programme needs — and I'll be the one in the room when the hard calls have to be made."

  1. 01

    Mobilised by week 2

    Governance stood up, vendors contracted, squads live.

  2. 02

    Pilot live by day 90

    ~15,000 members, success criteria met or stop-the-clock.

  3. 03

    Board-ready ROI by day 90

    Live business case the executive can stress-test in the room.

If I miss any of these: you'll hear it from me first — with the cause, the impact and the recovery plan — not from a steerco slide three weeks later.

Hire me — let's run the 90-day plan See the £2.5m business caseOne-page exec brief