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maxxia.co.uk

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About Maxxia

Maxxia is a provider of enterprise-wide asset finance solutions to the public and private sector in the UK. Its team has significant expertise in all forms of asset based lending including vehicle leasing and fleet management, IT lifecycle management, and financing options for all types of business equipment and machinery.

Maxxia Headquarter Location

7-10 Adam Street Adam House

London, England, WC2N 6AA,

United Kingdom

020 7520 9450

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Latest Maxxia News

CMO50 2021 #26-50: Julia Edwards-Smith

Oct 21, 2021

CMO50 2021 #26-50: Julia Edwards-Smith Name Julia Edwards-Smith Marketing Function 58 staff, 6 direct reports Industry Sector Financial services Related Over the last 12 months, McMillan Shakespeare Group chief customer officer, Julia Edwards-Smith, has worked with the executive leadership team, internal teams and external partners to realign the company purpose to focus on its ‘why’. The program of work, the first company vision project of her career, has seen her working to define a vision grounded in how MMS can improve the financial wellbeing of its customers. Driving the work was appropriately, the voice of customers and employees. Key insights derived through listening tools such as NPS surveys, employee engagement surveys and ongoing qualitative research are actively disseminated across the MMS group to identify growth opportunities and to improve the way the group communicates in order to increase engagement and customer advocacy. “The organisation has undergone significant change over the last three years. In the last 12 months, we identified it was time to update the organisation’s purpose, vision and values,” Edwards-Smith says. “‘Making a difference in people’s lives’ and ‘helping them to make their daily lives easier’ are the real reasons employees come to work for MMS.” Essential workers represent over 50 per cent of MMS’s Salary Packaging business customer base, coming primarily from the not-for profit healthcare and emergency service sectors. These customers salary package with MMS via its Maxxia and RemServ brands so that they can take advantage of tax savings and other benefits. “Employers have acknowledged financial wellbeing is critical to overall employee wellbeing. One in three customers can’t access $500 in an emergency, and 72 per cent worry about how they are going to pay for their living expenses. “Given these customers are on the frontline and have little time to look after their emotional wellbeing let alone financial wellbeing, there is a strong purpose to really make a difference in these customers’ lives.” Edwards-Smith worked with teams across the organisation on a product roadmap that solved key customer problems associated with their financial wellbeing, helping them to get more out of their money and ultimately, to save money. From there, she’s delivered an enhanced personalised communications program to provide tips on how these essential workers can better maximise tax savings with Salary packaging relevant to their sector. As a result of these initiatives, customer NPS has increased by seven points to 60 and MMS has seen increased salary packaging customer growth of 3 per cent year-on-year. Innovative marketing In January 2021, Edwards-Smith gained an expanded remit to lead marketing, digital and growth strategies for MMS’s Plan Partners business. Plan Partners is Australia’s second-largest provider of plan management in the National Disability Incentive Scheme (NDIS), with more than $900m in total client funds under administration. The problem Plan Partners faced was little differentiation in the plan management category and below expectation growth. “The opportunity was to lead the category and to shift the emphasis of Plan Partners from the transactional [‘We manage plans well’] to the emotional [‘We are a true partner on your NDIS journey’],” Edwards-Smith says. “The customer problem is client understanding of the NDIS is generally low, which means participants with disabilities are not getting the most out of their plans. There is a need to build NDIS literacy and help make it easier for clients to achieve their life goals.” In collaboration with the Plan Partners leadership team, Edwards-Smith led a team to develop a new brand program embedded across the entire customer journey from marketing through the call centre. A new platform, ‘Together it’s possible’, was launched in July 2021 with additional capabilities to be rolled out over the next year. Key initiatives of the brand program include a fresh brand platform and targeted customer-led multi-channel program centred on the tagline, ‘Together it’s possible’. “This was built from the value proposition of Plan Partners seeing beyond the plan to a world defined by ability and not disability,” she says. Desirable capabilities were identified through customer research. A MyBenefits hub, designed to provide savings on NDIS approved products, is now being developed so clients’ plan funds stretch even further. A new and market-leading accessible website with a knowledge centre and digital tools linked to disability communities also help participants and carers understand how they can get their most of their plans is another milestone. “I loved working with the Plan Partners leadership team and our customers to develop a new brand platform,” Edwards-Smith says. “‘Together it’s possible’ will support NDIS participants and their careers to navigate the NDIS so they can achieve their goals, however big or small.” Data-driven approach In the quest to lead the plan management category, Edwards-Smith took a data-led approach. In partnership with Plan Partners operational leaders, customer and service provider research and data analysis was conducted to identify and prioritise new capabilities that would help achieved that desired emotional connection with customers. As Edwards-Smith puts it, “a brand is what a brand does”. Approximately 50 potential service, product and digital enhancements have been identified, largely inspired by the category research and B2C segmentation analysis. “These potential proof points were then subject to quantitative testing to verify that they support our value proposition,” she explains. “A series of technology-led capabilities, combined with human interactions, are being rolled out including a new website with digital tools and a knowledge centre. “As a result of implementing some of these initiatives, customer retention has improved due to enhanced customer experience.” Leading a cross-functional team, in conjunction with Plan Partners operation leaders, external partners (Intopia and Versa) and its customer panel, the Plan Partners website has been revamped and those new digital tools introduced. “We are in the process of obtaining WCAG 2.1 AA certification and we continually work with and optimise the site by engaging with customers on our panel who have a diverse set of needs to gain their feedback on user experience,” Edwards-Smith says. Commercial acumen A key business problem throughout the Covid-19 pandemic Edwards-Smith has been working to overcome is the impact on supply chains and particularly the shortage of new cars due to supply constraints globally. MMS’s Maxxia and RemServ Novated Leasing brands support essential service workers to purchase cars through a novated lease so they can benefit from tax savings. To better support these essential workers in getting into vehicles so they feel safer driving to work during the pandemic, Edwards-Smith led a team collaborating with sales and data analytics teams to develop a multi-channel digital and marketing program. This utilised its Adobe martech platform to deliver personalised communications. “The program heroed our sales experts and focused on McMillan Shakespeare’s large car network and bargaining power that could help them get into a car sooner than otherwise they may be able to,” she says. “This campaign’s tagline ‘Tackle the new car shortage, like an expert, with an expert’ calls out there is a shortage of new cars in the Australian market, however our consultants are the experts in being able to help you source the car they want as quickly as possible. “The idea was to incite action from customers now if they are thinking of getting a new car in the next 12 months. The creative leverages the brand campaign featuring various consultants personalised to the relevant customer segments based on their needs and attitudes, highlighting the benefits of novated leasing to help customers tack advantage of tax savings.” Off the back of the campaign, brand consideration for Maxxia increased to second position in market, while digital and live chat leads exceeded targets by 18 per cent and sales were 9 per cent above target. Adaptability A more macro shift confronting MMS as a result of the pandemic is around the consumption of media and communications. Notably, Edwards-Smith points to growing power now in the consumer’s hands, creative shifts that move power to marketers as the creators of experiences, the shift to consuming experiences anywhere and anytime, and regulatory shifts where the focus on market power and privacy intensifies. “As a result of these shifts, our product and service offerings, customer engagement strategies, business model and the relative strength of competitors are changing, altering the way growth is created,” she says. “The marketing and digital strategy has had to rapidly evolve in order to drive growth and customer and employee advocacy.” Four focus areas have been in the spotlight for Edwards-Smith and her team. The first is enhancing brand distinctiveness and brand health. This has seen work undertaken on a new brand proposition for Salary packaging that brought the human element back to the brand to counteract digital fatigue. Known as ‘Lease the Lucy, Steve, Luke’, these programs focused on the insight that customers choose novated leasing not only due to the tax benefits but for the personal service and convenience they get from tapping into experts, she says. Unlocking growth through customer insights and using insights to optimise marketing and identify new products has been another priority. Edwards-Smith introduced a new product innovation squad to understand evolving customer needs around financial wellbeing and to deliver the new-look product roadmap. Transformation and building superior experiences is the third tier of Edwards-Smith’s approach. “We’re evolving to not just focus on digital transformation, but looking at ways to make customers daily lives easier, particularly for frontline workers,” she explains. “For example, we introduced a digital induction for health care workers that automatically signed them up to salary packaging online, allowing them to benefit immediately from tax savings, including meal and entertainment taxation benefits.” The fourth focus area is ‘engaged and connect people’. To do this, Edwards-Smith has been developing an internal communications program and engagement activities to help the team feel even more connected. “In a recent engagement survey, we saw a 24 per cent to 92 per cent of staff agreeing with the statement: ‘My organisation inspires me to do my best work’. Employees felt proud to work for MMS with the statement, ‘I feel proud to work for the organisation’, scoring 94 per cent, up 17 per cent.” With a key problem over the last 12 months being employee fatigue and exhaustion from not being able to take holidays and the pandemic, emphasising people has never been more critical for Edwards-Smith. Her response was to launch a program for the marketing and digital team, in partnership with an external provider, called ‘Survive to Thrive’. “The problem that it solves is exhaustion and the feeling of being overwhelmed due to the blurred lines of work and home,” she says. The program involved three lots of two-and-a-half hour groups and team sessions. “Teams now have practical tools to free up four or more hours to re-invest in things that give them energy to be happier, healthier and even more productive,” Edwards-Smith says. “This has included diarising their week to understand where time has been wasted, such as on social media. This has then allowed them to cut back on activities that don’t improve their mental health and re-invest in other activities such as going for a walk.” And the results prove impact. MMS’s recent enterprise-wide employee engagement survey showed marketing and digital teams achieved a sustainable engagement score of 90 per cent, a 17 per cent increase from the previous survey in 2019 and 9 per cent above the financial services norm. “Most importantly, there was an 89 per cent favourable score for the question: ‘I am able to sustain the level of energy I need throughout the work day’, this was up 7 per cent,” says Edwards-Smith. Share this article

Maxxia Acquisitions

1 Acquisition

Maxxia acquired 1 company. Their latest acquisition was Eurodrive on December 14, 2016.

Date

Investment Stage

Companies

Valuation
Valuations are submitted by companies, mined from state filings or news, provided by VentureSource, or based on a comparables valuation model.

Total Funding

Note

Sources

12/14/2016

Acquired

1

Date

12/14/2016

Investment Stage

Companies

Valuation

Total Funding

Note

Acquired

Sources

1

Maxxia Partners & Customers

1 Partners and customers

Maxxia has 1 strategic partners and customers. Maxxia recently partnered with WESC Foundation on .

Date

Type

Business Partner

Country

News Snippet

Sources

Client

WESC Foundation

United Kingdom

WESC Foundation choses Maxxia’s Enhanced Lifestyle Lease Employee Benefit Car Scheme.

The WESC Foundation has selected Maxxia 's Lifestyle Lease car scheme to broaden the number of employee benefits available to its staff .

1

Date

Type

Client

Business Partner

WESC Foundation

Country

United Kingdom

News Snippet

WESC Foundation choses Maxxia’s Enhanced Lifestyle Lease Employee Benefit Car Scheme.

The WESC Foundation has selected Maxxia 's Lifestyle Lease car scheme to broaden the number of employee benefits available to its staff .

Sources

1

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