Sally Hancock - Director, 2012 Partnership and Group Sponsorship, Lloyds TSB Share PDF Print E-mail
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Having played a pivotal role in the analysis and negotiation of the London 2012 Olympic and Paralympic Games banking and insurance partnership for Lloyds TSB, Sally Hancock joined the company in July 2007 with the remit of maximising the value of the partnership and ensuring its effective activation over the next five years. She is accountable for the full delivery of the partnership through the business, the development and implementation of the London 2012 five-year strategic plan, and the management of all external partnerships and internal governance on the project.

Prior to that, Sally was the founder and Chief Executive of Redmandarin, the international sponsorship consultancy company whose clients include Philips, Sony Ericsson, Deutsche Telekom and SABMiller. Sally was responsible for the development of Philips’ 2006 FIFA World Cup strategy, and analysis of the FIFA World Cup opportunity for Sony Ericsson. Redmandarin quickly established itself as one of the thought leaders in the sponsorship world and has been instrumental in driving a greater strategic and accountable approach within the industry.


What influenced your decision to enter into the world of sports business and sponsorship following your education in Urban Studies at Sheffield University? Was it something you always wanted to do?

When I left University I wasn’t entirely sure what I wanted to do and fell into various different marketing roles. It wasn’t until I worked on United Biscuits’ sponsorship of British Athletics that I realised that sponsorship and consultancy was an interesting option.


How did working with a major company such as Octagon help you in founding Redmandarin?

Octagon provided me with a solid grounding and good understanding of a broad variety of clients. Whilst there I noticed that there was a gap in the market for a completely impartial agency which looked at how brands could get the very best out of sponsorship, which is the basis on which I founded Redmandarin.


You founded Redmandarin when the sponsorship industry was in full swing. How did you promote the agency to ensure that it was different from the competition?

Redmandarin was a unique agency at the time it was founded. It was unusual then for an agency to exist which only took a strategic view. Redmandarin conducted a considerable amount of sponsorship research and evaluation in the early days with much more emphasis on consultancy rather than activation .


You have worked with a number of leading agencies in your career so what inspired your decision to move on to working with Lloyds TSB as Director of its 2012 Partnership?

Redmandarin had been involved with Lloyds TSB’s interest in the Olympics right back from the business process stage onwards, so it was an organisation I had worked very closely with. Having run Redmandarin for eight years by this stage, I felt that the time was right to consider moving the business on to someone else and to create new challenges for myself.


You spent much of your career in the industry thus far as a leading executive of your own agency. How does this differ to the far more specific role you have now with Lloyds TSB?

There are major differences between the two roles: at Redmandarin I worked primarily on a consultancy basis, working across various clients, industries and territories; at Lloyds TSB I have more of a project focus, but I’m involved at a much deeper, more vertical level – from planning through to the operational stage – which is a very interesting challenge for me.


Having been integral to the forming of the Olympic partnership during your time at Redmandarin, is it fair to say that you were ideal candidate to become its director due to understanding and passion for the relationship?

Historically, Lloyds TSB has not hired from within agencies, so I was definitely an interesting choice for the role!


When the announcement was made that you would be switching from Redmandarin to Lloyds in 2007 it was confirmed that you would still spend some time with the former to support its development. Has your working relationship and the time you afford to Redmandarin changed since then and if so how?

Originally, I anticipated that I would spend more time at Redmandarin but, because of the scale and scope of the London 2012 project at Lloyds TSB, it made sense to pass the baton on so that Redmandarin was left in capable hands.

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