This is a question near and dear to me, and I know that anyone who manages people in lifecycle asks this often.
I don’t believe there’s a single “right” way to structure a lifecycle team—it really depends on the team’s strengths, goals, and the needs of the business. For me, it’s important that my team has opportunities to learn, grow, and expand their skill sets, so I take a different approach.
Rather than assigning team members to specific brands within our portfolio, I break the department down by lifecycle stages—retention, winback, activation, ad hoc campaigns, tech support, and more. This allows us to specialize, optimize key moments in the customer journey, and apply learnings across brands.
That said, this is always evolving. I believe it’s important to stay flexible, assess what’s working, and adapt based on team capabilities and business needs. What works today might not be the best approach six months from now, and I’m always open to refining our structure to drive better results.
