Expertise developed through operating responsibility
At Google, my responsibilities covered digital commercial performance, search, analytics and international sales and marketing activity. In SEEK and IDP’s education environment, I worked with local teams across international markets on digital growth and customer acquisition.
At Open Universities Australia, I led marketing and sales alongside responsibilities across digital and education businesses. At Open Colleges, the commercial agenda was part of a broader turnaround involving customer economics, operating performance and leadership.
Recommendations from former managers, colleagues and direct reports recognise deep digital and marketing expertise, rigorous measurement and the ability to connect strategic thinking with business outcomes.
“Jose is a known guru in the area of Online Marketing, especially on Search Engine Marketing and Search Engine Optimization.”
“I had the pleasure of working with Jose at Google, where he was instrumental in establishing and consolidating the core of the AdWords team supporting Spanish speaking advertisers worldwide.”
Selected excerpts from LinkedIn recommendations · View my public profile
Understand what drives commercial performance
I examine the proposition, customer journey and economics of growth together. Relevant questions include lead quality, conversion, acquisition cost, retention, contribution margin and the organisation’s ability to deliver on the customer promise.
This gives leadership a more useful picture than channel activity alone. It helps identify whether the constraint sits in market selection, positioning, product value, sales execution or the operating model.
The aim is to direct commercial effort and investment towards the choices that improve profitable growth.
Align sales, marketing and customer delivery
Effective growth requires a common understanding of the customer and the commercial outcome. I work on the relationship between marketing, sales, product and delivery so that each function contributes to the same priorities.
Practical work can include market and proposition review, acquisition and conversion analysis, CRM and lead-nurturing strategy, sales effectiveness and a clearer performance rhythm.
A former OUA colleague describes my support for a Salesforce lead-nurturing initiative and its contribution to substantial revenue growth. It is an example of the combination of commercial direction, team capability and measurable delivery.
Use data, AI and Agile delivery to improve decisions
Analytics makes the growth model more visible: what customers do, which activities create value and where effort is being lost. AI can add useful capability in insight, customer engagement and productivity when the use case is grounded in the business.
Agile ways of working help commercial teams prioritise improvements, test assumptions and act on evidence. Financial discipline keeps attention on the return, cash requirements and sustainability of growth.
Relevant to owners and executive teams
For a private equity portfolio business, commercial improvement can be a central part of the value-creation plan. For an established business or a technology venture, the challenge may be to renew the proposition or develop a repeatable route to market.
We start with your commercial priorities and the available evidence, then establish the work and decisions most likely to improve performance.
Pricing and the wider commercial model
My early pricing and strategy work at Carphone Warehouse informs a broader view of growth. The price, proposition, customer experience and cost of delivery need to reinforce one another.
Later marketing and sales responsibilities at OUA, including my Chief Digital Officer and Executive General Manager appointments, connected those choices with digital commerce, new business models and the operational capacity to deliver.