Flowtech Fluidpower plc
Group Marketing, Technology & Innovation Director
Joined as Marketing, Digital & Insight Director with a mandate to build digital capability from a near-zero base. Scope expanded twice on demonstrated performance: Jan 2025 took on Group IT and Strategic Programmes; May 2025 added Brand and Communications. Title formalised to Group Marketing, Technology & Innovation Director. Now leads 45 people across digital, technology, IT, marketing, brand and strategic programmes, reporting to the Group CEO. c.£3.5–4m combined budget across UK, Ireland and Benelux. What I inherited: fragmented platforms, weak in-house capability, a previous platform investment with multiple false starts, customers describing the site as "very hard to use", and a legacy infrastructure that had experienced 14 documented stability incidents over 2.5 years. What I've built since:
Commerce platform & customer journey
Rebuilt the B2B commerce platform end-to-end — partner replacement, platform selection, integration architecture, in-house team built to run it. Sub-5-minute order completion improved from 36–38% (legacy) to 44–48%; the 30–60 minute "struggling" bracket more than halved from 10.7% to 4.8%.
Captured c.£1.4m in multi-session B2B order revenue (9,093 orders at £155 AOV) that the legacy platform had structurally lost — persistent carts on the new platform allow customers to return to preserved baskets and complete, where the legacy required orders to be rebuilt from scratch.
Sustained a 63.1% repeat customer rate and 29.8 average orders per customer through the major platform transition — the period most platforms lose ground.
Scaled the commercial product and pricing platform to 31,453 active products, 133,672 SKU variants, and 880,781 customer-specific product code mappings. Average page load reduced from 8 seconds to 1.29 seconds.
Commercial performance
Built commercially-disciplined paid media capability generating £274k Q1 2026 cross-network revenue from £8.2k Google Ads spend (33.3× cross-network ROAS), outranking Amazon, Screwfix and RS Online on impression share (27.8% vs <15%).
Grew organic search revenue by £982k YoY (£10.7m → £11.7m) through the major B2B platform migration — against an industry benchmark of 20–40% organic traffic loss and >1 year recovery period. Sessions up 3.4M to 19.0M.
Reframed the B2B distributor model toward multi-channel digital cash sales — cash sales 3×, card payment adoption 3.4× (75 → 252 orders/month). New customer registration rate up 8–10× post-migration (<10/week → 300–450/month), expanding the addressable market into end-user accounts alongside trade.
Infrastructure, cost & risk
Cut infrastructure cost by 78% (c.£175k annual saving) plus c.£75k additional from legacy site decommission — c.£235k combined annual saving while improving resilience and release cadence.
Eliminated c.£351k of cumulative legacy outage revenue risk (14 documented stability incidents over 2.5 years) by migrating onto a more resilient operating platform.
Operating model, team & governance
Built two distinct functions totalling 45 people from a very low base — a Marketing & Ecommerce function structured around specialist commercial digital capability and an IT & Technology function covering infrastructure, software engineering, business systems and strategic programmes.
Delivered 11 cross-functional IT and digital programmes on schedule in 2025, spanning IT resilience, operations and digital transformation — while running the major ecommerce platform migration in parallel.
Established board-level platform ROI reporting (now at v5) documenting customer adoption, repeat behaviour, payment shift, infrastructure savings and operational resilience as quantified commercial evidence for executive investment decisions.