Challenge → decision → result.

The challenge

The monthly leadership report had been built in Excel by the two people before me. Pulling the data, sorting it and tidying it took at least two weeks every month, around the day job of product uploads and weekly meetings. Even then, leadership found it hard to read and harder to act on. Underneath the report, the advertising couldn't be measured properly. The accounts ran on generic templates. Google Tag Manager wasn't set up correctly, so conversions weren't tracked, and there was no reliable history to set ad spend against sales. The websites had their own quiet problem. Events stayed listed after they happened, promos outlived the promo, and Google showed different opening hours from the site. Some of these issues had sat on the sites for a long time.

What I did

I worked on the reporting and the ad setup at the same time, because each freed up time for the other. For the report, Windsor.ai pulls those four sources for every brand into one place. Claude turns that into the same layout for each brand, written to be read rather than decoded: short, consistent, and each section ending in what to do next. I check the figures against the platforms before anything goes out. The only real wait now is for the connectors to pull and the platforms to update. For the ads, I replaced the templates and rebuilt Google Tag Manager and conversion tracking, so spend can finally be measured against sales. Claude audited the setup, researched the options and recommended a fix. I reviewed it and approved it, and Claude made the change while I got on with the rest of the week. In September 2026 I added the Site Truth Monitor. On Monday and Thursday mornings it checks seven brand sites and nine Google listings against what they should say, and gives the team one ranked list of what to fix, with the evidence for each item.

The result

A report that used to eat half the month is now done in under a week, and that's my estimate rather than a tracked figure. It was the first thing leadership noticed. The time it freed up goes into the work the role was meant for: SEO, AEO and GEO, website fixes with the developers on issues that had sat for too long, and new projects to grow each brand's traffic and, from there, bookings and sales. The monitor's first full run, on 25 September 2026, flagged 35 issues across seven brands, three of them urgent: an event the next day that couldn't be booked, nine of ten event pages on one site returning a server error, and a shop Google showed as closed on a day it was open. It's early on the advertising side. I've been in the role about six months, the tracking is now in place, and the next step is to scale spend now that it can be measured.

The challenge

MMD Singapore's eCommerce store for Philips Evnia and AOC AGON monitors was brand-new and effectively invisible. No paid search infrastructure existed, and the Meta ads account inherited from a predecessor was lost when they left without a handover. Every dollar of spend had to be justified to global HQ before it was approved.

What I did

Built the Google Ads programme from scratch (account structure, campaign types and keyword strategy) matched to the monitor category's purchase intent. Integrated Google directly into the Shopify store so every sale traced back to its originating campaign. Re-implemented Meta advertising from zero for additional sales and CTA initiatives. Instituted monthly ROI reporting so every subsequent spend decision to HQ was backed by evidence.

The result

+208% session visits, +328% sales and +731% orders on the new store. A measurement layer showed exactly which channel earned it, turning HQ budget conversations from a defence into a forecast.

The challenge

Polar Puffs & Cakes, a heritage Singapore bakery brand, had an eCommerce channel that lagged behind its retail strength. Rising last-mile delivery costs were eating into margin on every online order, and there was no daily visibility into what campaigns were actually returning.

What I did

Took full ownership of the eCommerce channel. Kickstarted daily sales tracking and campaign reporting so performance conversations happened in real time instead of monthly. Built the company's first customer persona to guide targeting and product offering decisions. Partnered with the Retail team on a self-collection push specifically to cut logistics cost per order, easing the delivery-margin problem directly.

The result

Q1 2024 eCommerce revenue came in 35% up year on year, SGD 323.6K against SGD 239.9K, with February alone up 44%. And a daily reporting habit the business kept using after the role ended.

The challenge

Awfully Chocolate Group needed to compress a season's worth of revenue into a short campaign window, competing against bigger players with bigger budgets, across a multi-brand F&B portfolio with a shared customer database.

What I did

Led the campaign end-to-end: SEO-optimised landing pages built ahead of launch to capture organic demand immediately, targeted lead generation, and CRM/EDM pushes to a segmented customer database timed against a digital media calendar curated for the year. Paid support filled demand gaps the organic and CRM channels couldn't reach in the short window.

The result

Two months' revenue generated within 10 days of launch. The equivalent of a full season's return, compressed into a single sequenced push.