A business development intelligence console for the loyalty and travel group behind Priority Pass. Ten signal archetypes, two pipelines, and briefs drafted in the team's own voice.
Collinson runs loyalty and travel businesses including Priority Pass and Airport Dimensions, which means their commercial team is selling something genuinely complicated into banks, airlines and insurers who each have a different reason to buy. The problem was not a shortage of prospects. It was that the reasons to call someone were spread across spreadsheets, market news and the heads of the people who had been there longest, and so the moment when a company actually became worth approaching kept passing unnoticed.
This is also the first engagement we have run outside a creative agency, which turned out to matter less than we expected. The work of finding the repeated task, building the tool and getting people to use it is the same on either side of the client relationship.
CLIO, the Collinson Loyalty Intelligence Operator, is a console that watches the market and tells the commercial team who is worth a conversation this week and what to open with.
Ten archetypes that describe the actual reasons a company becomes reachable, from a loyalty programme that is visibly failing, to a new leader arriving with something to prove, to a launch that has not happened yet. Each one carries its own evidence and its own way in.
Inbound contacts already in the business and outbound targets sourced from the market run side by side, so nobody has to remember which list a name came from. Hot prospects, watchlists and the gaps in the data each get their own screen.
A generator that turns a signal into an internal brief written the way the team writes, built on Claude and on a voice profile taken from their own material rather than a generic template. First drafts arrive sounding like Collinson.
Phase 1 is a signed five-module engagement running over twelve weeks, and the console is in the hands of the commercial team rather than sitting in a demo environment. The part that has proved most useful is the least technical: because every prospect arrives attached to a named reason, the conversation inside the team has shifted from who we should call to what has actually changed at this company, which is a better question and a much shorter meeting.
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