Case study · Financial services

Rebuilding marketing execution for a global card brand

A value realization office and hub-and-spoke operating model aimed at taking campaign delivery from more than 16 weeks toward 16 hours.

Reported outcomes

Figures as reported in the original published case study.

Work efforts standardized, reducing dependence on tribal knowledge: 100+Work efforts standardized, reducing dependence on tribal knowledgeReported
Transformation pillars in one framework: 6Transformation pillars in one frameworkScope
Cycle-time reduction projected within the first 6–12 months: 10%+Cycle-time reduction projected within the first 6–12 monthsProjected
Campaign delivery goal, down from 16+ weeks: 16 hCampaign delivery goal, down from 16+ weeksTarget

Context

One of the world's largest credit card brands needed to modernize how marketing gets work out the door. Campaigns took more than 16 weeks from inception to launch, too slow for a digital-first market.

The goal it set was to cut campaign delivery from 16 weeks to 16 hours, while improving governance, data use and customer focus. A previous six-month engagement with another consultancy had produced little progress.

The challenge

Marketing gridlock

Teams relied on ad hoc processes and tribal knowledge. Automation platforms and customer data platforms had underperformed because the operating foundations under them were weak.

Campaigns took 16+ weeks from conception to launch
Siloed operations with no shared standards
Technology investments that did not pay back

Principles

Push products, not buttons

The program set four principles before any tooling changed: shift marketers from administration to customer-centered work; build foundations before automation; let processes drive applications, not the reverse; and bring the customer's voice into every planning stage.

Ignite 360

A control tower for the transformation

The team established Ignite 360, a value realization office that orchestrated the program in four phases. Benchmarking put current maturity at an average of 2.1, against a best-in-class target of 3.5 or higher.

Ignite 360 four phases, with maturity at 2.1 against a 3.5+ target — The four phases, and maturity against target.

Operating model

Hub, Extended Hub and Spoke

A hub, extended hub and spoke structure replaced hierarchical bottlenecks. The hub owns governance, compliance standards and process frameworks. The extended hub covers planning, data strategy, compliance and coordination. Spoke teams focus on campaign execution, creative development and audience targeting.

Framework

Six pillars, addressed together

Structural foundations and transformational capabilities were treated as one program rather than separate projects.

The six pillars of the transformation — The six pillars of the Ignite 360 framework.

Outcomes

Reported outcomes

Figures as reported in the original published case study. The 16-hour figure is the program's goal; it has not been reported as achieved. The cycle-time figure is a projection.

Figure	What it measures	Status
100+	Work efforts standardized, reducing dependence on tribal knowledge	Reported
6	Transformation pillars in one framework	Scope
10%+	Cycle-time reduction projected within the first 6–12 months	Projected
16 h	Campaign delivery goal, down from 16+ weeks	Target

Where it leaves marketing

An enterprise campaign execution hub, standards across marketing functions, and a repeatable model for other business units.

From siloed to centralized
From ad hoc to governed
From product-centric to customer-centric

Lessons

A value office keeps the goal honest

Tracking maturity and value centrally kept a bold target tied to measurable steps.

Structure before technology

Operating model, process and culture had to move before platforms could deliver.

Next case study

Telecommunications: Generative AI and omnichannel orchestration built into a wireless carrier's next-best-action engine.

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ryan.serpan@gmail.com