Building a CVM & analytics function from one role to a team
Grew customer value management analytics from a single analyst role into a multidisciplinary team, and widened its remit from consumer to consumer plus business CVM.
- Role
- Function lead — CVM & Analytics
- Where
- stc Bahrain
Context
CVM analytics in the consumer sector started as a single role: one analyst covering propensity modelling, campaign measurement, reporting, and ad-hoc requests for the whole function. Demand kept outgrowing what one person could deliver, and the business wanted analytics embedded in more decisions, not fewer.
Problem
Everything ran through one person, so anything ambitious — a new model, a proper uplift framework, a move into business CVM — competed with the day-to-day. There was no agreed picture of what the function should cover, who should do it, or how to bring people in without losing delivery during the handover.
What I did
I set out what the function needed to own end to end — data and analytics engineering, BI and reporting, and campaign analytics — and hired against that shape, ending up with a three-person multidisciplinary team. I defined the roadmap and scope, split ownership so each area had a clear lead, and kept the executive-facing reporting steady through the transition. Alongside the consumer remit I took on business CVM, and became the sector’s point person for applied AI.
Result
The function moved from reactive, single-threaded delivery to a team running several workstreams in parallel, with scope now spanning consumer and business CVM, and each area of the function now has a clear owner.
What I learned
Staffing a function is a design problem before it is a recruitment problem — naming the areas the team must own made every later decision easier. And the fastest way to lose trust during a build-out is to let the executive reporting wobble, so that was the thing I protected hardest.