Driving Marketing Success with Passion and Precision: A Masterclass from Paul Allamby, ex-Euro RSCG; Toronto Blue Jays, Havas/Arnold WW

Introduction

Paul Allamby’s remarkable career, which spans over three decades, offers invaluable lessons for marketing professionals at every level — whether you’re an executive, a middle manager, or a student just starting out. His leadership roles as President, Euro RSCG 4D, EVP, Client Communications Havas/Arnold Worldwide, and SVP of Sales & Marketing for the Toronto Blue Jays, where he spearheaded innovative marketing strategies, are just a few highlights of his extensive experience. Today, Paul serves as a senior advisor at Encore Leadership Advisors and a partner at Levenswater Inc, continuing to influence marketing with his insight-driven, customer-centric approach.

This interview dives into key moments from Paul’s career, offering practical advice on leadership, adaptability, and the power of a well-executed marketing strategy.

Interview with Paul Allamby: Fueling Success with Passion

Al Leong: Paul, let’s start by diving into your early experiences. You’ve worked in some pretty high-pressure environments, including the agency business. Can you share one of the pivotal moments in your early career that shaped you?

Paul Allamby: Absolutely, Al. One of the defining moments was when I was working at DSG (Direct Solutions Group), which was part of a larger agency under Rick Pedulo. I was brought in because they needed help with their direct marketing work, especially for a client like CIBC. At that time, I had a lot of experience in data but very little in advertising or creative work. They wanted me to hold on to the CIBC business, which was huge. The agency had held it for years, but I was pretty much thrown into the fire.

What was interesting was how Rick Pedulo had such faith in me, even though I was relatively new to creative strategy. He said, “You’ll figure it out,” and left me to it. This moment shaped my approach — trust in the process and embrace the challenge, even if you’re walking into the unknown.

Al Leong: What was it like working on such a big account without much prior experience?

Paul Allamby: Honestly, it was terrifying. I had no idea how to write briefs or develop positioning strategies. Without my mentor’s support, frankly, I would have struggled. Most of what I knew came from my background in data hygiene and direct mail marketing. But CIBC was much more than that. I had to learn quickly about things like qualitative research and advertising strategies. One thing I remember vividly is pushing for testing — something no one else was doing at the time. I would test everything: taglines, envelopes, salutations. It helped me find my footing, but it was still a steep learning curve.

This approach became fundamental to my career. For example, with CIBC, we were deciding between taglines for a campaign. Instead of guessing, we ran A/B tests on various taglines, envelope designs, and calls to action. Testing every element helped us drive results and ensure our campaigns resonated with the audience.

Al Leong: You’ve mentioned that your early approach to data really set you apart. How did this shape your ability to drive strategy within creative environments?

Paul Allamby: I’ve always approached marketing with an analytical mindset. As someone with a background in direct marketing, I learned that precision matters. When you’re working with something as important as CIBC, there’s no room for guesswork. We began testing every detail in our campaigns. It wasn’t glamorous, but it was essential for building a clear, data-driven path to success.

One of the most significant challenges was balancing the creative side of marketing with data-driven insights. The creative teams weren’t always keen on the idea of being “boxed in” by numbers. But I saw the two elements — creativity and data — as complementary rather than conflicting. Creativity is essential, but it has to be grounded in what the data tells you. That’s something I’ve carried with me throughout my career.

Al Leong: You mentioned earlier that you were surrounded by brilliant women in the industry who influenced your career. Could you elaborate on that?

Paul Allamby: Absolutely. It was an incredible time to be in the industry because I had the privilege of working with some of the most brilliant minds, many of whom were women. People like Sharon Oatway from Royal Trust and Mona Goldstein from Wunderman were instrumental in shaping my approach to leadership and marketing strategy. They were powerful, charismatic, and always pushing boundaries.

They taught me that marketing isn’t just about following formulas or sticking to what’s safe. It’s about taking calculated risks, being bold with your messaging, and understanding the psychology behind your audience’s decisions. Sharon, in particular, was someone who really pushed the envelope when it came to understanding customer behavior. Working with leaders like her made me realize that data can give you the insights you need, but creativity and boldness are what help you stand out.

Al Leong: You eventually moved from the agency world to corporate roles. What was it like transitioning to a massive organization like Rogers, especially in such a high-profile role?

Paul Allamby: Transitioning to Rogers was a big leap. I went from working on agency-side projects to being directly responsible for customer-based marketing, which was a completely different ball game. Rogers, at the time, was one of the biggest telecom companies in Canada, so it was like stepping into a different universe. My main task was reducing customer churn, which meant I had to think beyond just acquiring new customers — I had to figure out how to retain them.

What made this transition even more unique was the team structure at Rogers. Most of the other executives were engineers or operational specialists, and here I was, the marketing guy. It was an uphill battle to get everyone on board with data-driven customer segmentation strategies, but the team rallied behind it. I worked closely with brilliant people like John Nelligan, who helped drive these initiatives forward.

Al Leong: You’ve talked about the challenge of managing customer churn. Can you elaborate on how you addressed that at Rogers?

Paul Allamby: It was a tough problem to solve. When I joined Rogers, the customer churn rate was incredibly high. Customers were signing up for three- to five-year contracts and getting their hardware, and then that was it — there was no follow-up or ongoing customer relationship. My job was essentially to plug that leaky boat.

I introduced customer segmentation strategies that allowed us to tailor our offers and communication. We identified high-value customers and worked on building deeper relationships with them, offering them services and products that fit their specific needs. But it wasn’t just about the offers — it was about improving the overall customer experience. We had to make them feel valued beyond the initial sale.

Al Leong: What about your experience working with McKinsey during your time at CIBC? How did that shape your perspective on marketing?

Paul Allamby: Working with McKinsey was an eye-opener. I was the only non-MBA person on a team of consultants, which was intimidating at first. But it was a fantastic learning experience. We worked on a major CIBC project, and the level of rigor they brought to every aspect of the project was incredible. I learned the value of applying structured problem-solving to marketing challenges. It showed me that there’s a place for methodical analysis, even in the creative world of marketing.

Al Leong: You’ve also had experience working with the Toronto Blue Jays. Could you explain how marketing a sports team differs from other industries?

Paul Allamby: Marketing the Toronto Blue Jays was an entirely different beast. When you’re marketing a product, you’re trying to convince customers of its utility. But when you’re marketing a sports team, you’re tapping into passion. I realized early on that fans weren’t just buying tickets; they were buying an emotional experience.

We focused heavily on building the Blue Jays as a brand that stood for something beyond baseball. The passion of the fans was our most valuable asset, and we built campaigns that tapped into that emotional connection. We also introduced new pricing models and bundled packages that included food and merchandise, which created a more holistic experience for fans.

Al Leong: Speaking of risks, what advice would you give to younger marketing professionals, students, or interns just entering the industry?

Paul Allamby: Don’t be afraid to take risks, but always back those risks with data. Testing and iterating are your best friends in marketing. Whether you’re developing a new campaign or entering a new market, don’t rely solely on gut feeling. Let the data guide you, but also don’t shy away from making bold moves.

Surround yourself with people who are smarter than you. When I was at Rogers and even during my time at Euro RSCG 4D and Havas, I always sought out people who could teach me something new. It’s okay to admit when you don’t know something. The important thing is to keep learning and growing. And finally, stay humble. The moment you think you know everything is the moment you stop evolving as a marketer.

Conclusion

“Al, one thing l should have said is that l always ‘won’ because l had amazingly talented teams. Whether it was DSG/Padulo Direct, or Rogers, or the Jays or Euro, they moved on to senior careers at banks (Barclays, Scotia, RBC, TD) or in sports, MLSE.”

Paul Allamby’s story is a masterclass in balancing passion with precision. His honesty and humility are particularly refreshing. His journey is filled with practical lessons that any marketing professional can apply — from executives navigating complex organizations to students learning the ropes. His data-driven approach, combined with an unwavering commitment to understanding the customer, offers a roadmap to success in the dynamic marketing world.

To learn more about Paul’s work or connect with him directly, you can visit his LinkedIn profile at: https://www.dhirubhai.net/in/pallambyconsults/