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Director of CRM & Loyalty
New York City
$160,000 - $180,000 + benefits
Are you a CRM and Customer Loyalty expert, specializing in building first class teams as well as customer journeys through the use of marketing data? If you are analytically minded, and have proven experience delivering insights and recommendations to senior level stakeholders on how to personalize communications across all channels to enhance loyalty, then keep reading…
WHERE WILL YOU BE WORKING?:
A globally renowned Retailer in New York City is looking for an experienced CRM and Loyalty leader, specializing in integrating offline and digital campaigns to provide a first-class service to their customers, understanding their journey, and being responsible for designing and delivering the right channel and message to interact with their global customers to increase sales, frequency instore, basket size, ROI and impact retention of members.
THE ROLE IN MORE DETAIL:
This role requires a strong CRM, Personalization and Loyalty professional who is data-driven to advise a variety of stakeholders in their customer communications strategy. You will be responsible for building and growing a highly-skilled team who optimize multi-channel campaign data, analyzing performance and providing recommendations on future communications. This role requires you to work seamlessly with the other teams to contribute to the innovative and strategic approach and be responsible for the development and execution of direct marketing campaigns. You will:
YOUR SKILLS AND EXPERIENCE:
As a Director of CRM & Loyalty, you can expect to earn up to $180,000 + competitive benefits (depending on experience)
HOW TO APPLY?:
Please register your interest by sending your resume via the Apply link on this page.
Director, Team Manager, Strategy, CRM, Campaigns, Communication, Strategies, Insight, Analysis, Siebel, Unica, Excel, Campaign Management, Stakeholder Management, Retail, Luxury, SQL, CPG, Marketo, Salesforce, ExactTarget, Online, Programmatic, Social Media, Analysis, Personalization, Loyalty, Membership
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With over 10 years experience working solely in the Data & Analytics sector our consultants are able to offer detailed insights into the industry.
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Amit Jnagal is the CEO of Infrrd.ai, an award-winning Artificial Intelligence software firm in San Jose. We reached out to learn what had inspired Amit to start the business and what trends he predicted for the future of the industry. In addition, we asked his take on diversity in business as well as what he looked for in prospective candidates. Here’s what he had to tell us. What inspired Infrrd.ai? It’ll be ten years next month that I started Infrrd. The same age as my son, who inspired it. Well, I’d wanted to start a venture of my own since I graduated and spent the next 12 years working for two large organizations. These experiences led to work with some exceptionally talented people. So, being a forward-thinker, I made a mental list of their names and resolved to have them work for me once my own venture took off. I was cruising with a high-flying career when our first child was born. It was then I realized if I was ever going to start something of my own, the time was now. So, I quit my corporate job when my son was 10 days old and got to work. I’ve been an entrepreneur ever since and was successful in getting most people on my mental list to join me - some agreed in a second, some took a couple of years of convincing, a few took more than five years, and there are a few people that I am still working on. While I’ve had my share of failed ventures, this is my success and it’s taken a decade to get here. How have trends in the industry affected your business and what do you see in the future of say, the next one to five years? In my more than two decades of experience, I have witnessed two revolutions which have fundamentally changed the way the world works. The first was the advent of the internet and the second was smart phones. We are at the beginning of another such revolution in AI. It amazes me still, the things we can do for our clients using AI for automation. The demand means jobs, yet at the same time, there are a few which will cease to exist, which I wrote about earlier this year. My son, now 10-years old wants to be a pilot when he grows up. But I suspect that will be one of the jobs which ceases to exist by the time he enters the workforce. AI is here. And over the next one to five years, it’s important for businesses to know how to redesign their business around it. In order to thrive, they’ll want to be AI enabled. What are your recommendations for building a team within a startup? Where do I start? Well, I have plenty of recommendations of how to NOT to build a team within a startup. But when you’re first scaling your business, there are different phases as you start up. As you grow, you’ll need people with different specializations. During the first few years, you’ll need people who are generalists - folks who are happy to do whatever needs to be done to move the company forward. Sales on Monday, Customer Support Management on Thursday, and throughout the week continuing to build the product. People who thrive on ever-changing responsibilities would do well in the beginning of a startup. In fact, it’s impossible to get off the ground without them. But if they do their job right and you start to grow, a time will come when you will need specialists that can create a system for each part of the organization and scale it. This is when you start hiring separate VP of Sales, VP of Customer Success, VP of Marketing, and fine tune your leadership within your data professionals team; let them build their teams. People who get the startup started and those who scale it have very different skills and styles of working. It is important to get the right people at the right time. What are some things to consider both as a business and a candidate in regard to diversity? Here’s an answer that you might not expect. You need to consider nothing when it comes to diversity; rather you need to 'un-consider' stuff that might cloud your judgement. With experience, everyone starts collecting heuristics that prejudice how they look at people. More often than not, this prejudice blocks you from hiring people by 'considering' heuristics that are irrelevant. Learn to evaluate people for what they bring to the table rather than their demography. I was surprised when we won the diversity award for 2018. I had never looked at my team using a demography lens to figure out what kind of people to hire. To our mind, as long as you have the right skill and experience to do the work, you’ll get a shot at proving yourself at Infrrd. What are companies like yours looking for in a candidate hire? We go through a ton of profiles before we make an offer to someone. What we look for in a candidate varies by experience. At the entry level, we look for people who have shown some spark and done something that most other people have not - creating new algorithms, getting certified in some technology, presented paper at conferences or technical events, etc. For mid-level hires, our primary concern besides skill is whether this person exhibits our values and if he or she will gel with our team. High performers are great. But make sure they’re a good fit with the rest of your team. Remember when I said I knew how NOT to build a team? We’ve had our fair share of people and teams who just didn’t click and it was detrimental to business. At a senior level, we look for good experience, shared values and an ability to lead people. A good leader can get outstanding results from any team. That is what makes an awesome leadership hire for us. If you’d like to learn more and are interested in working with AI. Check out our current vacancies or contact one of our expert consultants to learn more. For our West Coast Team, call (415) 614 - 4999 or send an email to email@example.com. For our Mid-West and East Coast Teams, call (212) 796 - 6070 or send an email to firstname.lastname@example.org.
22. August 2019
Human Resources. Talent Acquisition. People Officer. No matter what title a person has whose responsibility is finding the right person, for the right job, at the right time, the heart of the matter is they’re dealing with people. You know, humans. So, as the word “tech” becomes a suffix to every industry, think FinTech, MarTech, AdTech, and so on disrupting the old ways to make way for new, more efficient ways, what does that mean for the human resource industry? While there remains some concern about the industry in the age of the fourth industrial revolution, for the most part, many companies see technology in HR as good overall. But first, let’s get some misunderstandings out of the way. What Tech in HR Is Not Automation, Robotics, and AI are not taking over jobs, they’re helping to make a Hiring Manager’s job easier. By automating certain processes, it can give hiring professionals the time they lack to get back to the human side of things. You know, human-to-human communication. In fact, it’s not really disrupting jobs at all, rather it’s disrupting tasks. It’s either substituting or augmenting, just as humans do but wish they didn’t have to, so they could spend more time on the people side of things. Though we’ve mentioned a few things, Data Science in HR is not, there still remains some debate. Check out this article on whether or not Data Science will save the industry or forever change it leaving years of best practices in the dust? What Tech in HR Means for Growth Today’s tech world is a robust ecosystem of art and science. In Human Resources, the merging of a person looking for a job with a company looking for someone qualified to fill it takes a delicate touch of personality and technical prowess. HR has always been a science, of sorts. Now, it’s got the tools to help your company grow and keep up with your competitors. These tools include software applications which can offer improved reporting metrics, people analytics, Machine Learning, and NLP to help you improve such areas customer service. Would you rather have a person at the computer 24/7 or a chatbot to answer basic questions until a human can get online and take the conversation further? This is just one way in which technology is helping to improve the industry, not hurt it. Besides, when your customers are happy, so is your company’s bottom line. There is not a one-size-fits all approach and as technology learns to navigate the complex systems of people, businesses, and their behaviors, but there is much to learn. However, with the near limitless storage, computer processing ability and availability, and data models for predicting outcomes, the sky really is the limit. The mark of HR will be its ability on using data to steer the organization’s future with an upskilled and reskilled workforce. How to Not Get Left Behind There’s comes a time in every organization’s life in which it knows what it needs to grow, but isn’t yet ready to part with the old ways. The only problem, especially in today’s world, is that world doesn’t wait, and if you’re not ready and willing to pivot, you could get left behind. KPMG International’s Future of HR global study, which surveyed 1,200 global HR executives, reports conflicting attitudes and approaches to the challenge between action and inertia. According to the report, only 41% of respondents recognized the need for transformation but were in a “wait and see” position, while 72% of CEOs reported they’d rather be the disruptor than the disrupted. So, where is the disconnect? We know now, that even with a degree, pedigree, and a solid set of technical skills as a foundation, transformation is happening at a breakneck speed. So how can companies ensure their employees can keep up? One of the hottest topics across industries is reskilling and upskilling. Following in the footsteps of Google, IBM, and Microsoft, businesses today are more focused on ensuring individuals can demonstrate their skills, not just list them on a document. Think skills assessments and simulations, practice projects, virtual and mock experiences. It’s the “try before you buy” model. This is a near 360-degree shift from historical practices. Every industry had its growing pains as it marched forward toward progress, but with the demand for highly skilled data professionals who can also resonate at personal level across the business landscape (read: soft skills), then the potential, if executed well, could be a boon for the industry. Disruptions are meant to shake up the way we do business and answers the needs of our buyers. Easier, faster, more efficient, smoother, and the list goes on. Technology can free up time by taking on those repetitive and redundant tasks, giving you more time to be with your customer, whoever and wherever they are. Are you looking for a new opportunity in Data & Analytics? We may have a role for you. Check out our current vacancies or get in touch with one of our expert consultants to learn more. For our West Coast Team, call (415) 614 - 4999 or send an email to email@example.com. For our Mid-West and East Coast Teams, call (212) 796 - 6070 or send an email to firstname.lastname@example.org.
15. August 2019