Fractional Head of CRM for a US Sweepstakes Casino – Strategy, Scale & Revenue Growth

The operator was scaling, but CRM was becoming a bottleneck:

• no clear lifecycle strategy across the business

• campaigns and promotions running without a unified plan

• product, marketing, and CRM teams not fully aligned

• missed opportunities in onboarding, retention, and monetisation

• lack of ownership at senior CRM level

The result:
Growth potential was there, but CRM wasn’t maximising it.

I stepped in as a fractional Head of CRM, responsible for:

• defining CRM strategy and roadmap

• aligning teams across product, marketing, and BI

• prioritising initiatives based on revenue impact

• guiding execution and optimisation

1. CRM Strategy & Roadmap

• Defined full lifecycle CRM strategy

• Prioritised key revenue-driving initiatives

• Created structured roadmap for execution

Focus: clarity + direction

2. Cross-Functional Alignment

• Worked closely with product, BI, and marketing teams

• Ensured CRM aligned with wider business goals

• Translated strategy into actionable execution

Focus: no more siloed teams

3. Lifecycle & Revenue Optimisation

• Identified gaps in onboarding, retention, and reactivation

• Introduced structured lifecycle logic across player journeys

• Improved conversion and engagement strategy

Focus: turning CRM into a revenue driver

4. Promotions & Monetisation Strategy

• Designed and refined promo mechanics aligned with sweeps model

• Balanced incentives with commercial performance

• Introduced repeatable frameworks for campaigns and events

Focus: smarter promotions, not more promotions

5. CRM System & Process Maturity

• Improved internal workflows and execution processes

• Defined best practices across segmentation, targeting, and campaigns

• Supported long-term scalability of CRM operations

Focus: building something the team can sustain

• CRM transformed from execution channel → strategic growth function

• Clear lifecycle strategy implemented across the business

• Improved alignment between product, marketing, and CRM

• Stronger focus on revenue-driven CRM decisions

• Scalable system capable of supporting continued growth

Instead of:

• fragmented campaigns

• unclear ownership

• reactive decision-making

The operator moved to:

• structured CRM leadership

• aligned teams

• clear roadmap tied to revenue

At a certain stage, CRM doesn’t need more campaigns.

It needs:

• leadership

• direction

• prioritisation

This is where most operators struggle, and where a fractional Head of CRM creates the biggest impact.