Demanding more from the numbers: Meet Mark 🧮
Working with numbers has always come naturally to Mark. But for us, data isn’t just about spreadsheets and forecasts—it’s about creating seamless customer experiences and ensuring that the right people are in the right place at the right time.
As a Demand Planning Manager, Mark plays a crucial role in making sure our customer service teams are fully prepared to meet consumer needs across the globe.
"I came for the numbers and stayed for the culture”
“I probably didn’t have that much of an affinity with LEGO® bricks as a child. But the minute you walk into the place, it’s just joyous. The feel, the culture, the energy—it was unlike any other place I had worked before. My interview didn’t even feel like an interview, it felt like an informal chat in a pub without the beer.”
This warmth and sense of belonging have proved strong enough for Mark to stay with us for over 11 years—a career move he never expected, but one he’s incredibly grateful for.
Planning for the unpredictable
In demand planning, forecasting isn’t just about looking at past data—it’s about anticipating the unexpected and ensuring our customer engagement teams are equipped to handle it.
“We take all kinds of data—sales, revenue trends, consumer behaviour—and turn that into a prediction for how many calls, emails, and chats we’re going to get. That way, we can ensure that the right number of advisors are available in the right place at the right time.
“My teams role may play out behind the scenes but it directly impacts the customer experience. Whether it’s helping parents track down missing birthday presents or troubleshooting technical issues, the customer service teams rely on accurate forecasting to make sure they can provide quick, efficient support.”
"COVID changed everything"
Mark’s job became even more complex during the COVID-19 pandemic, when global demand for LEGO products skyrocketed. The models his team had relied on for years were no longer effective, and he had to rebuild them from the ground up.
“Before COVID, we used historical data and seasonal trends to predict demand. But when lockdowns hit, everything changed. People were at home, buying our products like never before. We had to completely rethink how we forecast demand, tying it more closely to factors like online sales and global retail patterns.”
The result was a brand-new forecasting model that allowed us to scale our customer service efforts in real-time—a transformation that Mark considers one of his biggest achievements.
A culture of growth and support
Throughout his time here, Mark has benefited from a culture that prioritises development and work-life balance.
“When I first joined, I had no kids. Three weeks later, I went on paternity leave. Other companies I was interviewing with at the time wouldn’t have allowed it, but here it wasn’t an issue. That speaks volumes about our values.”
Over the years, we’ve supported Mark’s professional growth, funding his secondary degree in contact centre management and encouraging him to push for new career opportunities within the company.
“My boss didn’t just ask what I wanted to do next—he actively helped me get there. When a management role became available, it felt like a natural next step because I had already been given the opportunities to develop the skills I needed.”
The bigger picture: numbers that drive connection
While Mark’s job is deeply rooted in data and forecasting, he never loses sight of the bigger picture—ensuring our customers receive the best possible experience.
“People don’t necessarily think of demand planning as something that impacts the end customer, but it absolutely does. If we don’t get our forecasts right, people are waiting too long for help. But when we do, we create a smooth, frustration-free experience for LEGO fans worldwide.
“There’s lots to love about my role but, ultimately, it all boils down to creating seamless, joyful experiences—one forecast at a time.”
Just imagine your LEGO® career.