Capgemini Invent Chef Customer Officer and Frog AUNZ lead Julie Raoux is backing earlier integration of content and audience strategy to deliver customer transformations that drive meaningful growth. Otherwise, she says, there is a risk of falling at the last hurdle. With creative agency The Works now fully merged into the consulting firm’s Frog business locally it’s more aggressively touting end-to-end capabilities to go toe-to-toe with rivals like Accenture Song and Deloitte Digital, though Frog head of brand and creative Jerome Gaslain says for now it’s competing with independent agencies and holdcos with equal regularity. The difference, he suggests, is that few if any agencies can deliver end-to-end, while big consulting rivals carry too many “layers” within their business, crimping the efficiencies marketers are pressured to deliver

The University of Technology Sydney (UTS) rebuilt a sprawling, 1,000-editor website as a centralised, editorially-led marketing engine. At the core: a four-tier governance model, 80 trained digital champions, and a brand experience that now shapes, not just supports, the university’s broader campaign strategy. The early results are hard to ignore. UTS has climbed in global rankings for the first time in two years. Website engagement metrics surged with more new users, more time on site, and more content viewed. And beneath the front-end glow-up lies a deeper strategic bet: It worked with LEVO to produce a modern martech stack anchored on Optimizely, with CDP integration and AI-led personalisation on the horizon. For CMOs and CX leaders, this is more than a university case study—it’s a playbook. UTS shows what happens when digital governance, brand strategy, and scalable tech infrastructure converge. It didn’t just relaunch a website. It reset the rules for higher education marketing.

In just six months, Beyond Blue pulled off a full-scale digital overhaul that delivered the kind of metrics most commercial CX teams dream about: A 35% lift in traffic to core content, a 50% surge in use of its flagship wellbeing tool, and enrolments in its small business mental health coaching program nearly doubled. Even fundraising starts jumped 15%, a secondary benefit in a redesign driven not by revenue, but by mission. This wasn’t simply optimisation for optimisation’s sake. It was a race against time to modernise an unsupported legacy platform and ensure Australians in distress could still find the help they needed, when they needed it.

As a result of its digital transformation, which kicked off at the start of the decade, the Sydney Opera House has revamped its operational strategy, fostering collaboration among ticketing, technology and marketing teams to enhance customer experience. With new tools like a 'Select Your Own Seat' feature and a password-less login system, the iconic venue is not just responding to customer feedback but actively prioritising innovations that streamline user interactions and improve accessibility across its platform.

Adopting an Australian-made voice-to-AI assistant technology has already paid for itself – and 18 months of slogging through APIs connecting a disparate dealer management system network – by giving Suzuki Australia a way of measuring and understanding the volume and success of service calls to its national dealer network for the first time. It’s a customer retention and experience win the automotive company’s GM claims as a first for the local automotive industry and also an AI-first globally that’s now being eagerly watched by HQ in Japan.

Having outlaid $100m per annum over the last three years to build out its Australian property and product footprint, privately owned caravan and holiday park giant, G’Day Group, has firmly turned its attention to end-to-end customer experience and with it, technology transformation. The Adelaide-based business, which generates nearly $400m in revenue and boasts of a portfolio valued at $2bn, put $10 million in the FY23/24 year alone towards a much-needed, multi-year transformation of its digital and mobile app experiences, along with advanced technologies across the business. Helping spearhead the digital revamp is CMO and GM of the group’s G’Day Parks digital bookings business, Lahnee White, who shares why it’s more critical than ever that marketers gain their technologist stripes in order to deliver better outcomes for their customers.