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Global Apparel Portfolio (Fortune 500)
Operational Redesign Across a Global Apparel Portfolio
- Regional Director, CRM Practice (DEG / Dentsu Aegis)
- Fortune 500 apparel holding company — four-brand portfolio
- Operational redesign, segmentation strategy, technical & creative process
- 3+ years
The Challenge
The Approach's
Cut hours-per-campaign in half on the flagship brand
By redesigning the technical-to-creative handoff, modularizing creative assets, and re-architecting the campaign build process, we cut production time per send by 50% — freeing capacity for the team to ship more campaigns from the same headcount.
Rolled the operational model out across three additional brands in the portfolio
Once the production model worked on the flagship, we replicated it across three sister brands in the portfolio, capturing similar efficiency gains while accounting for each brand’s distinct voice and audience.
Unified segmentation strategy across the portfolio
The four brands shared customer overlap but had been operating their segmentation in silos. We built a portfolio-level segmentation framework that respected brand individuality while enabling cross-brand insight and coordinated lifecycle strategy.
The Outcome
The headline metric — a 50% reduction in production hours per campaign — understates the engagement’s value. The portfolio gained the operational capacity to ship significantly more campaigns without adding headcount, drove meaningful revenue lift from increased send frequency, and emerged with a unified segmentation strategy that made future cross-brand lifecycle work possible. The three-year engagement length reflects the depth of the operational transformation, not the size of the original problem.
“The biggest lifecycle wins usually live in operations, not in tactics. If a team can’t ship campaigns efficiently, no amount of segmentation strategy will save the program.”