Executive Summary

In 2013, Direct Line Group became a stand-alone company, Having started its disinvestment from the Royal Bank of Scotland (RBS) through an initial public offering (IPO) in October 2012.

However, fulfilling the Executive team's growth ambitions for the new business was going to be tricky. Despite managing several established household brands, such as Direct Line and Churchill, the business was suffering from a year-on-year decline in revenue. Furthermore, after years in RBS's shadow, the marketing team had lost its way. Morale, motivation and engagement scores were at an all-time low. And the confidence and creativity that had enabled the brand to disrupt the insurance market 20 years previously had all but disappeared.

To re-energise the marketing team and reverse the downward spiral, fundamental changes needed to be made. The newly-appointed Marketing Director therefore set some ambitious objectives:

  • Turnaround employee engagement.
  • Create a high-performing marketing team.
  • Increase Gross Written Premiums (GWP) and reverse the revenue decline.