Category Archives: News and Insights

International Women’s Day #IWD2018, is taking place on 8th March this year and the theme is #PressforProgress, more information can be found on


Now, more than ever, there’s a strong call-to-action to press forward and progress gender parity. There’s a strong call to #PressforProgress motivating and uniting friends, colleagues and whole communities to think, act and be gender inclusive.





To help celebrate IWD at CPM we have been busy asking women from around our business to share their stories and experiences with us.  You can read all of the interviews by clicking on the links below.



Karen Jackson

Elaine Woods

Jane Cottrell

Rachel Cleverly

Alexa Hester

Claire Hall

Jenny O’Donnell

Kate O’Dowd

Linda Chassagne

Jo Farnham

Leadership #IWD2018 by Lorraine Butler


International Women’s Day creates time in our busy lives, for awareness and reflection on women’s efforts and achievements. It reminds us to stop and reflect on the progress women have made, our contribution & our successes.  In turn, it reminds us to continue our future strides to create future success both individually and collectively.


Personally, I have very seldom been comprised in my career because of my gender. That is not to say that I have not seen others (of both genders) who have been less fortunate.  I have always taken the approach of the ‘best person for a role’. However as I have matured through business and life, I see that personal circumstances have to be considered  and accommodated in order to help the best person be the best they can be. My management team live by this philosophy and I ask that we seek out leaders in all layers of our business who will embrace this philosophy. This philosophy doesn’t happen by accident, it takes time to nurture, develop and appreciate.


The principles of leadership can be taught yes, but it takes a person with leadership inherent in their personality and DNA to truly & naturally lead & embrace leadership principles. I believe leadership can be improved upon and learned over time, even for those who don’t have a natural leadership tendencies. But in order to become an effective leader, one has to truly want to lead, for the right reasons and needs to believe in the cause – only then will you win trust of your people, which is an absolute requirement of effective leadership. And of course you have good and bad leadership; The concept of Shadow Of the Leader is something I have always embraced – being mindful of the shadow that your leaderships casts, considering others are likely to follow in the same steps.


People skills are critical to any leadership role in our organisation. Our greatest asset is our people and leaders at all levels need to continuously inspire and motivate our employees. Good empathy and intuition are important skills – and knowing when to dial up or down each.  In order to lead teams, you have to build a good team around you, realising that often others on your team are better at certain things than you yourself are. A good leader will show the potential to embrace diversity within a team and take ownership of developing their people – where people grow, business grows.


My advice to women today at all stages of their careers  –  Anything is possible ! Whatever you want to achieve, it is achievable, but you are responsible for your own journey and destination. Surround yourself with good people. People you instinctively trust and can learn from. Regardless of whether you realise it or not – every day you are being interviewed! Do what is expected of you in your current role with excellence, but adopt practices and behaviours of the role you want next! Work to identify & secure a mentor who you respect and will learn from – but ensure to take heed of their advice –they haven’t achieved the success they have without learning a thing or too along the way – so listen, observe and action on their guidance, it will speed up your journey to success


Leading Merchandising as Something Bigger, by Andrew Potter, MD, CPM Australia


As a business who has been deploying merchandising services on behalf of national and multi-national clients for over 20 years, we’re always trying to challenge the status quo and ensure we are leading best practice. We are constantly re-evaluating, re-inventing and re-calibrating the ‘old’ processes and systems and asking ourselves “Is our merchandising model optimizing the best deployment of resources and costs – plus are we creating value for our clients?” These questions keep us in line with our mantra of helping our clients ‘sell more for less.’


Whether it be merchandising, direct sales or customer service, we’re continually rethinking the way an activity can be structured and managed so that it delivers value not only to our clients, but also to retailers and their customers.


One of the best examples of where we got to lead best practice and to trial merchandising as something ’bigger’ is the merchandising work that we’ve implemented and still manage for our national telecommunications client.


In 2016, our telecommunications client recognised that their current field merchandising structure was underperforming.  Their ineffective call cycles and below-average compliance results were just a couple of signals that their field approach needed an overhaul. To increase market share in the highly competitive prepaid category, they appointed Retail Safari in Australia to help drive operational excellence and to assist in bridging the gap between their merchandisers and third-party retailers.

The key challenge was to build better retail conversations amid non-branded stores Australia-wide and to undertake this exercise, our first step was to reinvigorate the merchandising function by introducing a sales-led approach.


To ensure higher brand presence than their competitors, the newly formed sales merchandising team were tasked with both traditional and non-traditional merchandising responsibilities, with the main focus on ensuring their in-store influence maintained a positive halo effect post their store visit.

By reinvigorating the merchandising function with this sales-led approach, our client’s product has never been more prominent and as a result their service and sales numbers are at an all-time high. Their time and reach provides valuable engagement time that allows our people to: foster in-store relationships, ensure higher brand presence against their competitors and promote product benefits.


Since the inception of this program, we’ve been arming staff with the appropriate sales skills and value drivers. With this know-how, our field team continue to have meaningful sales conversations in-store with key stakeholders in the retail environment. These informed conversations stem from an insight-led approach where staff can access real-time insights and post-sale data which in turn results in driving orders and incremental in-store space, plus the ability to articulate the latest product features and benefits.


Andrew Potter, Managing Director, CPM & Retail Safari, Australia.


Welcome to our first edition of Leadership Team Blog articles for 2018, from CPM International Contact Centre, Barcelona ” Artificial Intelligence & Machine Learning: Demystified ” which comes from Emanuele Ceppelli, IT Director at CPM International Contact Centre.

“Artificial Intelligence & Machine Learning: Demystified”

Artificial intelligence (AI) is one of the most significant transformational break-throughs – and perhaps least understood – in modern times. In many ways, the charm of AI is that we don´t realize we are using it when we use Siri, Alexa, or when the phone automatically corrects your grammar.


In very good company with the more notorious innovations like the steam engine, electricity, and the combustion engine, AI is the most important general-purpose technology of our era. But, what is AI doing and how quickly is it improving? Two are the areas of progress that best support the AI journey to improvement: perception and cognition.



With regard to the “perception”, some of the most practical advances have been made in relation to speech. Voice recognition is still far from perfect, but millions of people are now using it — think Siri, Alexa, and Google Assistant as an example (by the way – this article was dictated to a computer and transcribed with sufficient accuracy).

These advances in voice recognition have evolved into the ability of a computer to recognize the human natural way of speaking. This ability is known as Natural Language Processing, or NLP. Rather than face limited touch-tone or rigid Directed Dialog, customers can now speak naturally to the device in use.


A study by the Stanford computer scientist James Landay and colleagues found that speech recognition is now about three times as fast, on average, as typing on a cell phone. The error rate, once 8.5%, has dropped to 4.9%. What’s striking is that this substantial improvement has come not over the past 10 years but just since the summer of 2016 (source: Stanford Education Research)

We are also assisting to a rapid improvement in the machine’s ability to recognize images.

An app running on your smartphone will recognize almost any bird in the wild. Image recognition is replacing ID cards and customers analytics, access control; public safety has also started counting massively on facial recognition.



In terms of “cognition” on the other hand, the improvements are going as fast as those around “perception”.
Machine learning (ML), is based on learning from examples rather than a rigid code telling the software what to do and at what time. This is an important break from previous practice.

In a world where DATA are produced at an astonishing rate and machines can learn from examples, we have served the perfect loop for constantly feeding AI engines with relevant information to exponentially grow the ML capability.


A system using IBM technology automates the claims process at an insurance company in Singapore, and a system from Lumidatum, a data science platform firm, offers timely advice to improve customer support. Dozens of companies are using ML to decide which trades to execute on Wall Street, and more and more credit decisions are made with its help. Amazon employs ML to optimize inventory and improve product recommendations to customers. Infinite Analytics developed one ML system to predict whether a user would click on a particular ad, improving online ad placement for a global consumer packaged goods company. JPMorgan Chase introduced a system for reviewing commercial loan contracts; work that used to take loan officers 360,000 hours can now be done in a few seconds. And supervised learning systems are now being used to diagnose skin cancer (source: JPMorgan, Bloomberg)

Let´s see how AI can help our Contact Centres to deliver a better service more efficiently.


Powered by ML and NLP, an Intelligent Front Door replaces and upgrades traditional IVR routing. It allows offering the ease of conversational communication, with Natural Language intent capture at the outset of every call.

An Intelligent Front Door can provide benefits in:

  • Personalisation
  • Self Service
  • Effective Agent


Customers are still calling and every year their expectations are higher than the previous year.

AI helps to offer a proactive and personalized experience from the start. With AI and the right data, customers are recognised and their needs anticipated.



More than half of the customers liaising with a Contact Centre wants to “self-serve”.

artificial intelligence

source: smartactions (trademark)

With an AI engine and the right DATA, it is possible to provide a personalised and efficient self-service to customers starting from a natural conversation. Many are the processes that can be automated thanks to AI.


Effective Agent

By removing the initial contact steps thanks to an intelligent front door, Agents are talking only to the right customers and at the right moment, those that need them most. Customer experience success and failure often revolve around customers’ experiences with Agents.

Since routing and self-service can be automated for the repeatable tasks, Agents are likely to be more engaged. They have access to calls and the most updated customer data through CTI and/or screen pops; warm transfers become the norm thanks to AI and as most of the customers hate repeating information, the Agents do not have to make them.


In summary, AI is likely not a fake and the first to use it effectively will reap the most benefits. Whilst still in its infancy phase, the pace of innovation is exponential and the signs of progress will never be so slow again. Speech recognition has reduced the error rate by 50% only in the last 12 months. This means that in a blink of an eye many Contact Centres will run AI engines as they have configured IVRs until now. But it is only through trial and error that businesses can reach effectiveness in using AI.


To find out more or if you have any questions, please contact Emanuele Ceppelli on:

Outsourcing, How do you make 1+1=3


The pace of change has never been so fast, with all businesses, markets and sectors being challenged by where to invest to grow, skills shortages, new entrants and margin erosion. The need to partner and have a flexible cost, skills and asset base has never been greater, however if you believed the headlines about ‘Outsourcing’ you might take the view, is this model outdated and time for a change…


With so many clear benefits of Outsourcing should the debate not be about how to make Outsourcing a success and why Outsourcers are in the main seen as Suppliers rather than Partners….


Is the term Outsourcing in itself the issue? Should in future the  objective be ‘Smart Sourcing’ where Clients identify partners that bring investment in assets that deliver value and agility in a world where the pace of change demands the need to compete with new entrants and start ups that are disrupting their markets.


The benefits of Outsourcing are clear if done well:

  • Business Focus: Businesses can focus on their core service offering and outsource tasks that require Insight, assets, channels and talent that are not core to their business
  • Efficiency: Leveraging an existing infrastructure of an Outsource business will deliver efficiency and best practice, therefore taking Clients through the experience curve much faster
  • Flexibility: Clients can flex Talent, Data and IT  resources without the internal cost and process constraints
  • Speed: The pace of change is relentless, Outsourcing with a partner that has invested in Technology and Talent systems that designed to deliver at pace and integrate with current processes gives Clients a competitive advantage
  • Talent Pipeline: Outsourcing with a partner that designs Talent systems that align with Clients competencies and values delivers a constant pipeline of future Talent
  • Insight: Data and Intelligence can deliver a key competitive advantage, Outsourcing to a partner that invests in how to use data to maximise ROI will ensure that resources are deployed to maximise return
  • Expertise that keeps Clients ahead: By Outsourcing a task that is core to an Outsourcer that is committed to investing in their asset base will ensure that the Service offering will remain future proofed and allow Clients to focus their investment on growing the Core business
  • Test and Learn: To grow there is always a need to invest in opportunities that are not delivering revenue currently, Outsourcing allows the flexibility to ‘Test and Learn’ without the distraction of current teams delivering in the core markets


So if the argument to ‘Smart Source’ is clear, how do you make this your competitive advantage? The truth is as ever with every partnership both parties have to play their part and work hard at the relationship, however the sentiment has to move from Supplier to Partner!


So, how do you make 1+1=3:

The Buyer’s Role:

  • Commitment from the Top:  Being really clear about why and what you are partnering for is essential and led from the top, this involves being part of the selection process and committing to a ‘Top to Top’ relationship
  • Clear aims and objectives:  It is important that both client and partner  jointly develop clear Joint business plan that details the vision, results and behaviours are expected from the partnership
  • Confidence in the Partner:  There needs to be confidence that the client organisation could not provide a better service ‘in house’ either due to cost, skills or assets that the partner brings. That confidence allows the Client to value and respect the partnership and what it delivers
  • Comparative treatment:  The organisation must treat partners people with the same respect and camaraderie as internal employees. Partnering does not make ‘Loaves and Fishes’ achievable, therefore agree the targets and stretch goals together
  • Commit to the Partnership:  Commit to reviewing the ‘Joint Business Plan’ of the partnership monthly and quarterly to ensure there is alignment on results and future plans. Share your plans and objectives as part of these reviews to ensure the partner is delivering to the business agenda

The Partners Role:

  • ‘Do what you say you are going to do’Trust is key in any Partnership, therefore delivering on agreed objectives is key in creating and maintaining that trust. As part of this the overall sentiment always has to be around acting in the best interests of the Client organisation even if that has short term financial impact for the Partner organisation. Create ‘True Stories’ as case studies of how great results and value are created by delivering on the Joint Business plan
  • Consistency & Quality of People:  People relationships at the Client and Partner organisations is an important factor, however in particular the consistency and quality of the team you deploy will have a large bearing on the outputs and relationship
  • Proactivity:  Having a clear agenda and process for ensuring that the partnership creates a competitive advantage for the Client organisation is key, the pace of change will only increase, therefore committing resources to driving innovation is key
  • Client Focus:  Create a Client focus culture where is it the priority of the whole organisation to deliver on the Client objectives and have a knowledge, understanding and passion for their market that matches the Client organisation
  • Invest:  The Partner must be an expert in their Service offering, however more importantly have clear plans to invest in the future to keep them as the expert and a partner that creates a competitive advantage for Clients

The Relationship:

  • Connection to the top:  A ‘Top to Top’ relationship allows for communication of overall business strategy and early escalation of any issues to allow for a speedy resolution. Ensuring that both parties commit to this demonstrates that that the partnership is seen as a competitive advantage to the Client
  • Contract flexibilityThe pace of change demands that the contract allows for agility in the type of service and resources being deployed, therefore the contract needs to provide for this and not disadvantage one partner over the other
  • Cultural FitEnsuring that both partners see the world the same way in terms of business values,  talent management, business ethics, investment and overall commitment to the partnership is key to both the success and overall sentiment of the relationship

Key Takeaway


Seeing clear value in any Outsourced engagement is key in ensuring that the relationship can be seen as a partnership rather than a Client/Supplier arrangement. Given the recent examples of poor Outsourcing is now the time to re-examine your current relationships and ensure you gaining the value and competitive advantage that is required in this fast paced business world.


CPM are experts in Outsourced Sales across sectors such as B2B, B2C, Automotive, FMCG, Utilities and On Trade. ROI for our Clients is core to our DNA, therefore our continued investment in Insight and data intelligence is key to deploying Sales resources to where the greatest return will be delivered. CPM are Omni-channel experts with the ability to blend F2F, Contact Centre and Digital to deliver a seamless Sales experience.


If you want to discuss how to partner to achieve Sales success please contact Phil Roberts 07739 301187




Welcome to our first edition of Expert Speak for 2018, ‘Storytelling’ which comes from Mike Hughes, Chief Executive Officer, CPM International Group.



Last year we lost a client – something I am not used to, something I take personally and something that bothers me. Since then I have spent time reflecting on what went wrong and how we need to be better next time.


Part of this process led  me to reflect on the current trend for ‘storytelling’. Storytelling, we are told, is the best way to create chemistry with people, to get you more airtime with customers, colleagues and leaders; apparently, that’s because a great anecdote hooks people, takes them on an emotional journey and conveys a memorable message……stories that resonate with people inspire them to take action.


I completely buy all this and successful pitch meetings need to do all of those things but I think there is one word that is missing which is particularly important in challenging economic times…and that word is ‘true’….because  stories need to be true stories backed by evidence, fact and testimonials. Donald Trump has introduced the world to fake news and the blurring of fact and fiction and in a world where performance pressure has never been greater, where the sales director’s door revolves ever faster and where experience is at a premium, it is easy to believe the hubris of a new supplier pitch.


Ideas are easy but execution is difficult and the stakes are high when execution falls below the required standard. I hear increasing numbers of stories where clients are on the receiving end of over promising and under delivering suppliers, for example, thinking they are getting a state of the art reporting system from day one only to find it doesn’t work or where they are told they should not worry because their sales team will transfer to the new supplier only to find out that they have lost 50% within the early months because promises are not matched by delivery. This matters because poor performance stains the image of our industry as well the individual company delivering it and the short term pressures our clients are under means they can’t afford to lose a single sale.


Clients need partners who are going to do what they say they will and this year if you ask CPM to pitch for your work, you can rest assured our stories will be true stories.


Contact us to find out more 



CPM Australia, a leading direct sales and contact centre agency and member of CPM International Group; partnered with ACRS to undertake a consumer research study analyzing the current state of customer service in Australia. The findings revealed that Australian consumers tolerance for poor customer service is lower than ever. A summary of the findings and downloadable infographic are available below.


Australians’ tolerance for poor customer service is lower than ever


Today’s consumers are faced with more choices than ever when considering how they want to reach a brand. They’re more digitally connected, socially networked and better informed than ever before.


Consumers are saying it’s still so hard to navigate and resolve customer service issues. These growing number of touch-points has had the negative effect of widening the gap between brands and consumers.


To better understand these concerns and how customers feel about the state of customer service in Australia, CPM Australia partnered with The ACRS Omnibus Tracker to explore these challenges. The “State of Customer Service in Australia Report” reveals critical gaps between customer service expectations of excellence, ease and accessibility and the disappointing realities associated with a lack of consistencies and response.


The power of word of mouth


The research points out that the power of word of mouth still holds its top ranking as the most popular channel. It reveals that the majority of disappointed consumers share their customer service experiences with one to five people. For those who have had a negative experience, 79% will air their grievances with friends compared to 72% who will share their positive interactions.


“It’s been a long standing belief that recommendations from friends and family is the most influential channel over all other forms of marketing. Yet, if consumers value word of mouth and marketers believe it’s effective, then why aren’t brand owners more focused on it?” said Martin Robbins, General Manager – Contact Centre, CPM Australia.


“I believe that the problem is that for the last few years, brands and retailers have been more focused on “collecting” instead of “connecting” directly with customers,” continued Martin. In other words, brands can get too caught up in collecting social media fans while forgetting to actually connect with them. Having 100 really passionate fans that love your brand or product is exponentially more effective than having 10,000 “fans” who’ve signed-up just for the off-chance of winning a new gadget.


Costly realisations


The survey also reveals some costly realisations. Over one third (34%) of customers surveyed have stopped shopping at a company in the past year due to a poor customer service experience.


In today’s competitive markets, brands can’t afford to lose sales due to poor customer service. This research validates that customer service stories are spread widely — especially bad ones – and in our experience, you’re typically judged by your resolution and not the initial issue. The quality and immediacy of contact, response and resolution of complaints or queries cannot be underestimated in a world where consumers are less brand loyal and where social media and word of mouth can make or break brands.


Factors driving excellence


In an age where technology dominates our lives, the research shows that dealing with human being trumps social and mobile channels. Across all the age groups, 61% percent attributed an important factor to good customer service experience was getting their query resolved on the first attempt and speaking with someone in Australia (60%).


The study also suggests that social media and mobile channels will not solve customer service queries. For both simple and complex enquiries, customers’ top preferred communication channels for customer service based enquiries includes: speaking with a real person on the phone, followed by face-to-face (in store), and finally through email. Not only does the study reconfirm the notion that customers are seeking a human connection, but they are also seeking local Australian knowledge.


Download The State of Customer Service Infographic: [wpdm_package id=’5780′]


Contact us to find out how we can help drive sales for your business

October, 19th 2017 – Barcelona
CPM Barcelona named Best in Class in Social Media at UK CX Awards


We are thrilled to announce that CPM’s International Contact Centre in Barcelona took home GOLD at the UK CX Awards – for International Business – Best in Class – Innovation in Social Media, as a result of the amazing work undertaken by our CPM Social Media Team!


The CX Awards are a prestigious award body who undertake and annual awards process recognising innovation in customer experience throughout Europe.


Following a gruelling finalist presentation competing against 5 other shortlisted agencies; CPM were announced as category winners at an awards dinner soiree and ceremony held at Wembley in London last month.


This award recognizes CPM Barcelona for its forward-thinking and innovative approach to social media and social customer service. As customer experience specialists, CPM Barcelona delivers omnichannel customer service solutions for our blue-chip client portfolio, spanning 22+ languages and 65 markets.


“Winning the Innovation in Social Media Award is a testament to CPM Barcelona’s dedication and commitment to constantly innovate when it comes to customer experience, “says Fiona Whelan, Managing Director, CPM Barcelona.
“We place a heavy focus on innovation and future visioning to optimise digital channels and ensure continued service excellence as channels proliferate; securing customer brand loyalty and generating long-term relationships between our clients’ customers and their brands.”


CPM Barcelona is also in the running for 4 other contact centre awards at this year’s European Contact Centre and Customer Service Awards and CCA Global Excellence Awards. Winner announcements will take place in November at the gala dinner award ceremonies.


About CPM International Contact Centre – Barcelona
CPM Barcelona, as part of CPM Group and a member of the Omnicom Group, is an international contact centre delivering outsourced customer experience and sales solutions on an EMEA-wide basis. CPM specialises in the delivery of omnichannel customer engagement solutions for global clients spanning High Tech, Consumer Electronics, FMCG, Retail and Travel industries and currently covers 22+ languages across 65 markets.


For further information, contact:
Rachel Doyle | M: +34 638 140 620 | E: |W:


Last Friday CPM Ireland won “Best Field Sales Team/Field Sales Support”, in conjunction with Britvic at the Checkout National FMCG Awards 2017!


This is the 2nd year in a row that CPM has taken away such a great accolade.


In 2016 we were fortunate to win with our CPM/GSK team and now for 2017 we take away the same award for our CPM/Britvic team. This truely solidifies the fact that we are leaders in the Irish Retail industry providing award winning outsourced sales teams to support multinational FMCG organisations!


We are very proud our CPM/Britvic team, who deliver such a high calibre of output on an ongoing basis.

Every year CPM works closely with Britvic to plan in-store execution for the annual Britvic campaign calendar. This is a core strategic plan which ensures that all sales and merchandising activities are executed to at minimum industry best standards.


This year has been no different with CPM/Britvic excelling in their results. We are immensely proud of our Sales team and Field Sales Support and the results they have achieved over the past 12 months and the influence they have had through the key in store relationships they have built.


As part of the strategy for this year in conjunction with Britvic our goal was to become the partner of choice within the Soft Drinks Category based on strong store relationships, influencing decisions through intelligent insights, and excellence in execution in all stores we service.


This as a team we have achieved through greater understanding of the market, further investment in learning and development to enhance the acumen of our sales team as well as hard work, ambition and creativity in store that ensures maximum customer engagement with our brands and by default sales growth on behalf of our retail partners.


We believe this clear strategic focus and the commitment and determination in achieving this is why our CPM/Britvic Team have been awarded the fantastic award of “Best Field Sales Team/Field Sales Support” at the Checkout National FMCG Awards 2017.


If you require Award Winning Sales Teams to support your brands in store contact us today.


And for more information on other winners at the prestigious Checkout National FMCG Awards 2017 Click Here

Irish checkout fmcg awards

Contact us to find out how we can help drive sales for your business

Each year Omnicom invites 60 of its brightest talents from across its 1,500 agency network to come and participate in a Senior Management Program (SMP) at Babson College in Boston, MA. Lectures and think-tank style discussional exercises are conducted by legendary Harvard Business School Professors such as Len Schlesinger, Thomas DeLong, Nancy Koehne and Luis Huete. This year, Sophie Chelmick from CPM Barcelona was one of the selected participants to attend this premier educational initiative.


“It was transformational” explains Sophie, a Business Unit Director within CPM Barcelona after successfully finishing the SMP graduate program this July. “Our lecturers; incredible, experienced professors both professionally and academically discussed real-world case studies, strategies and solutions enabling us to explore new methods and approaches to traditional leadership concepts” explains Sophie. “it was also an opportunity to network with execs from a wide spectrum of Omnicom agencies to share ideas for taking back into CPM – as well as some potential future collaborations with those agencies”.


“This was very special” Sophie goes on, “a new kind of understanding emerged amongst all of us; particularly regarding some of the shared challenges the agencies face and how together we may overcome some of them; how, even as Omnicom businesses we all have an urgent and pressing need to focus on new solutions and innovations if we are to survive the future and harness the digital revolution”.


A key part of the program is to lead an initiative inspired by the course teachings; Sophie explains; “I was particularly struck by AMV BBDO’s creation of “Flare” in direct response to the threat of creative crowd-sourcing agencies and I want to bring the concept of “self-disruptive innovation for survival” into CPM. My initiative will be around the future of work in the contact centre both from a tech and people perspective to meet future needs of customers and employees.”


“My insights were deeply personal and emotional as well as professional, I learned how critical it is to spend time with my family and that by doing so I can be more effective as a leader. I now want to to ensure I pass on these learnings to our amazing teams here at CPM so that all my CPM colleagues as well as our clients can concretely benefit from the Omnicom SMP program!”


Omnicom is an inter-connected global network of leading marketing communications companies. The Omnicom portfolio provides the best talent, creativity, technology and innovation to some of the world´s most iconic and successful brands. With 75,000 people working globally and serving 5,000 brands in a 24 / 7 / 365 world – Omnicom is made up of 1,500 agencies worldwide and CPM is one of those agencies.