At the time I joined in 2020, email marketing was only a broadcast tool for weekly newsletters and company announcements that didn’t contribute to the digital revenue goals. In a market where insurance is sold, not bought, I wanted the email to do much more: nurture leads, build trust, and activate cross-selling opportunities.

I also know that paid media was our biggest digital channel and wanted to maximise our organic media channels to reduce the reliance on paid marketing. Email marketing was a quick win.

The Strategic Approach:

I reimagined email as a performance engine, not just a communication tool. The strategy revolved around segmentation, automation, and value-led content. Here’s how we did it:

• Collected customer leads who requested a quote on the website or the app.
• Segmented the audience into categories based on the product affinity and lifecycle stage.
• Launched weekly promotional and engagement campaigns moving beyond product pushes to include useful content, tips, and stories that made insurance feel relatable.
• Built automated drip campaigns for 5 high-value products, personalized with dynamic content, cross-selling offers, and behavioural retargeting.
• Revamped the email templates to feel conversational, visually engaging, and actionable, embedding interactive elements and CTAs.
• Analyzed every campaign performance and optimized subject lines, content, and send times based on audience behaviour to increase open rate and click through rate.

Tools

• Netcore/Smartech for Email Marketing & Lifecycle marketing
• Google Analytics for Website measurement.

Impact

• 23% to 28% average open rate on weekly campaigns.
• Generated ₦2 million (£3,500) in monthly email-driven sales.
• Automated email drip journeys achieved a 22% open rate and 2% CTR.
• Email became our 4th highest-performing sales channel.

What It Revealed About My Marketing Leadership

This project taught me that good email marketing is rooted in data and the right content. It is about sending the right message to the right person at the right time. It also reinforced my belief in balancing short-term wins with long-term brand-building.

This shows I am a marketer who can convert under-leveraged or under-performing channels into growth drivers.