Introducing the Consumer Revenue Group (CRG)
The Financial Times’ commitment to quality journalism is powered by the Consumer Revenue Group (CRG), a diverse team of analysts, marketers, product specialists, creatives and more. They’re responsible for driving our subscription business and powering revenues that fund our editorial independence and global reporting. By combining commercial insight with customer-centric thinking, they unite around a shared goal: to deliver value to readers and drive business growth. In this blog series, we spotlight the people behind the work, their journeys, motivations, and how they’re building meaningful careers in one of the FT’s most dynamic global teams.

In 2019, Flo Iyamore joined the CRG team as a Customer Care Associate. Since then, her career has spanned frontline support, people management, and now a strategic role in project and product operations. Having featured in a Life at FT video a few years ago as Contact Centre Manager, Flo returns to share what’s changed, what she’s learned, and what’s next.

You first featured in a Life at FT video a couple of years ago as a Contact Centre Manager. What’s changed for you since then?
A lot! I’ve transitioned into a completely new role. I’m a Project and Product Operations Manager. It’s still within Customer Care, so that link remains, but it’s a big step up in terms of responsibility. My world now is project delivery, product roadmaps, stakeholder comms. It’s strategic and much more cross-functional. But I still stay close to our frontline. I think that grounding is what keeps my perspective sharp.

You joined the FT as a Customer Care Associate back in 2019. Can you take us through your journey and what’s helped you grow along the way?
I started as a Customer Care Associate, moved to Senior Associate, then Team Leader, then Contact Centre Manager, and now I’m here in Ops. I’ve grown with the business and been lucky to work under leaders who really believed in people development. But it’s also taken resilience, drive and showing that I’m ready for the next thing. The FT is fast-paced, and if you want to grow, you have to match that pace. You have to lean in.

In your new role as Project & Product Operations Manager, what does your day-to-day look like and how does it connect with your Customer Care roots?
Day to day, it’s a lot of project meetings, strategy work, and stakeholder conversations, especially when we’re rolling out big initiatives like Project Felix. That’s our revolutionary chatbot, and it’s about transforming how we handle incoming queries. We’re aiming to siphon off low-value interactions so our associates can focus on more complex support.

But even in this new role, I still dip into frontline cases every month. That grounding is non-negotiable for me. It reminds me who I’m designing for.

You’ve worn multiple hats at the FT. What skills or mindsets have you carried with you from the contact centre into your work now?
Empathy, 100%. And that fast-paced problem-solving mindset. When you work in a contact centre, you learn to think on your feet, multitask, and connect with people. That never leaves you. It’s helped me with stakeholder relationships, managing expectations, and staying calm under pressure.

What’s one project you’re particularly proud of recently, and what impact has it had on teams or customers?
Definitely the payment links project. We rolled out a system that allows customers to pay through a link, which was a huge improvement. Before, associates had to collect payment info over the phone. It was time-consuming and not ideal from a customer experience point of view.

Now, it’s seamless. Acquisition rates have improved, customer experience is better, and CCAs are freed up to focus on more valuable interactions. It’s a win all around.

What have you learned about cross-team collaboration and stakeholder management as your responsibilities have grown?
That building relationships early is everything. The more you talk to people, the better the outcomes. Everyone has different priorities, so you’ve got to connect the dots and build shared goals. I’ve learned to really listen, bring people with me, and not be afraid to challenge something if I know it’ll benefit the customer experience in the long run.

What advice would you give to someone just starting out in Customer Care who wants to build a long-term career here?
Speak up! The FT has a real startup mentality. If your idea is good and aligns with the mission, it will be heard. Don’t be afraid to suggest improvements or challenge the status quo. That’s how I got here. Stay curious, be resilient, and take those chances.

Looking ahead, what are you most excited about, either in your role, in Customer Care, or across the FT more broadly?
I’m really excited about our new CEO, Jon Slade. He’s already shown such recognition for our work, and I think that signals a lot of positive change. For me personally, I’m looking ahead to leadership. I’d love to move into a Head or Director role one day. But for now, I’m focused on doing great work, driving change, and helping our team continue to grow.

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