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 – 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 at one of the FT’s most dynamic global teams.
Our first spotlight is on Erica Weston, who - in just two years - has progressed through three different roles at the FT, from maternity cover to leading two teams across product marketing and business performance. In this conversation, she reflects on the freedom she’s been given to grow, the value of aligned principles, and how the FT supports her in both work and life.
How did your progression at the FT come about, and what did it teach you about autonomy and trust at the FT?
I’ve had quite a long career working in different sectors, and I would say the FT was the first place I felt like my values totally aligned with the company. That felt really important.
When I first came on board, the opportunity was fantastic. The team had just been convened and my initial task was really to 'make the team work'. It was a very broad brief but I was allowed to get on with it in the way I thought was best.
That autonomy, plus feeling like I could succeed while being myself, was huge. I wasn’t trying to be a square peg in a round hole or fit into someone’s preconceived idea. Leadership in CRG really leaned into the positive changes I made. It’s a supportive environment, very much “even better if,” rather than, “why don’t you do it like this?”
When you moved into your second role, what helped you feel ready to take that on?
You always know that when you move into something in CRG, they’re not setting you up to fail. They’re setting you up for success. And if it’s difficult, it’s okay to say so.
How do you create that kind of culture for the people you manage?
There are two ways of progressing. There’s “I’m going to get a promotion, and if it’s not a promotion, I don’t want it,” or there’s, “I want more interest, more variation, more experience.” For me, that’s also progression.
What I try to say to my team is, “Where do you see yourself? What kind of career would you like?” Then we figure out the skills, the experience, the projects that might help them get there.
I encourage my team not to be too defined by their job description. Trust your instincts. Look for the opportunities and problems, and see how you can solve them.
You had a long stint in the arts before returning to the commercial sector. What prompted that shift?
Partly it was personal. I became a single parent and needed to improve my position financially but actually, I’d already been looking.
What I really missed was the opportunity for development, and the resources to be best-in-class. In the arts, you’re always extremely up against it. Publishing is like banking compared to the arts!
I remember saying to a careers coach, “In my perfect job, I’d earn a good salary, work with really nice people, have flexibility for a good work-life balance and feel a real sense of purpose about the brand.” And she was like, “Great!” But I didn't really feel like that was going to happen. But honestly, I feel like I have that at the FT.
Do you use the skills you gained in the arts in your work today?
Yes, definitely. I’ve got the big corporate plus advertising agency background but I’ve also got the scrappiness and hustle from the arts. Looking for opportunities, being tenacious, getting creative and getting your hands dirty.
That combination is really healthy. Publishing is an intensely competitive market. That experience makes you a match fit.
What gave you the confidence to take on a role that wasn’t in your core skill set?
I think there was a perception that the business performance role was very technical - reporting numbers, keeping dashboards running. But actually, what became clear through the recruitment process was that the role was really about making the numbers matter.
I didn’t have all the technical skills, but I had a lot of experience running campaigns and interpreting numbers to make decisions. I saw that I could bring strategy and marketing understanding to the team. I could also help the technically skilled people be more visible and impactful in the wider group and help them progress too.
How did it feel when you later took on leadership of both teams?
For my second move, I was initially more worried about bandwidth. I was taking on more people, and two separate teams that had never been managed by one person before.
But it turns out, that challenge has been more about stepping up and letting my team step up too. Giving them breathing space to lead in the way they think is right, with guidance from me. I’ve learned to step back a bit more and coach more than lead. Be more of a supporter and cheerleader.
As a solo parent, what has your experience of balancing work and family at the FT been like?
In a word: fantastic. By far the most family-friendly place I’ve worked.
We’re expected to be in the office 50% of the time, but there’s an understanding that sometimes life gets in the way and that’s not something only parents experience.
It’s really in the culture. Leaders model that behaviour. They’ll say, “I have to go early - it’s sports day.” And that’s never a problem. Everyone supports each other. I’ve seen brilliant support for colleagues returning from maternity leave too.
Policies matter, but it’s the culture that makes the difference.
What would you say to someone considering a pivot or balancing parenting with their career?
If you align with the FT’s values, then you can be yourself and shine here, without it killing you.
You don’t have to choose between your personal life and your work. You can succeed in both. It’s not a trade-off.
And it’s the marathon, not the sprint. The early years are tough with toddlers, school germs, childcare. But somewhere like the FT helps you adjust. It supports you through the long run.
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