Experience

British Pregnancy Advisory Service (BPAS)

• United Kingdom
• Hospitals and Health Care
• 100 - 200 Employee

• Head Of Booking and Information Centre

  • Feb 2022 - Present



ex Sitel

• ex BPO Site Director/Senior Ops

  • May 2021 - Jan 2022



Sitel

• Australia
• Telecommunications
• 200 - 300 Employee

• Senior Operations Manager

  • Jun 2019 - May 2021

• Site Director

  • Oct 2016 - Jun 2019

• Operations Manager

  • Nov 2003 - Oct 2016

  Responsible for setting up and running the Award Winning Equality Advisory and Support Service (EASS) on behalf of the Government Equalities Office within SITEL. This service which has been in operation since the 1st October 2012 provides individuals with advice, information and guidance on the Equality Act 2010 and the Human Rights Act 1998 and assists with informal resolution of discrimination and human rights issues.Responsible for 2 Team Managers, 1 Marketing Manager, 1 Training and Quality Manager, a Business Analyst and a Knowledge Manager. Strict management of service quality, financial and key performance indicators is key in this role.Prior to 1st October 2012 I had overall responsibility for the client and operational management of the shared services 24x7x365 environment with in excess of 20 clients and 150 fte advisor team on a variety of different inbound and outbound contact centre campaigns on a fully shared, semi dedicated and small dedicated campaign basis. Managing a team of 3 Client Services Managers, Operations Track and 9 Team Managers. In addition to the above, also responsible for delivering the new business pipeline for shared services environment with the Business Manager and Site Director and deputising for the Site Director as and when required.Leading the team to meet and exceed new and existing business targets/objectives (client and corporate service, quality and contribution goals, as well as financial, metric and employee satisfaction goals), ensuring the consistent achievement of all financial and operational Key Performance Indicators.



Call Technology Limited

• United Kingdom
• Telecommunications

• Operations Manager

  • Apr 1998 - Oct 2003

  Responsible on a day to day basis for the smooth running of an inbound teleservice team and the outbound sales team for an outsourced contact centre. Ensuring all key performance indicators were met and the sales targets achieved in conjunction with the Team leaders. Responsible for liaising with clients, setting the briefs, setting up sales and inbound campaigns, management and client reporting as well as conducting post implementation reviews and implementing quality improvements. Responsible on a day to day basis for the smooth running of an inbound teleservice team and the outbound sales team for an outsourced contact centre. Ensuring all key performance indicators were met and the sales targets achieved in conjunction with the Team leaders. Responsible for liaising with clients, setting the briefs, setting up sales and inbound campaigns, management and client reporting as well as conducting post implementation reviews and implementing quality improvements.



Lloyds TSB

• Assistant Operations Manager

  • Apr 1997 - Apr 1998

  Responsible on a day to day basis on behalf of the Operations Manager for 50 staff within the Customer Care, Inbound Tele-Service and retrieval Services Teams of this major financial institution. Assisted in the planning, organising and control of staffing and workloads. Also responsible for the development of process improvement, in order to increase service levels, productivity and internal controls. Also responsible for technology, ensuring that systems were available on a day to day basis.

• Business Analyst

  • Jun 1994 - Apr 1997

  Responsible for investigating, reviewing, costing and proposing process and productivity improvements in various bank departments to reduce costs and improve operational efficiency. Process mapping and re-engineering of processes and working with operational management to ensure buy-in and implementation of agreed improvements. Also ensuring that all improvements are tracked, and reviewed to ensure that they meet the needs of the business and more importantly the needs of the customer. Internal security and audit processes were key considerations to ensure that financial regulations were adhered to at all times.



North Western Regional Health Authority

• Senior Management Consultant,

  • Jul 1991 - Jun 1994

  Responsible on behalf of the Regional Health Authority for the day to day management of nominated NHS clients involved in change management and developing realistic cost efficient business solutions for NHS Trust Managers. This included developing and agreeing costed project plans, assignment of staff, overseeing and /or undertaking projects and presentation of findings and recommendations on completion.Specific reviews completed, nursing skill mix, secretarial services and medical records reviews and investigation on information technology developments. Promoted to Senior Management Consultant within my first year. Responsible for all clerical and secretarial reviews within the division and for development of a “modus operandi” for these types of reviews.



Heart of England Building Society

• Business Analyst

  • Jul 1989 - May 1991

  Assisting the senior business analyst in reviewing and implementing process and productivity improvements within the building society. Working with operational management in ensuring buy-in and implementation of agreed improvements and that they met the needs of the business and the needs of the customer. Assisting the senior business analyst in reviewing and implementing process and productivity improvements within the building society. Working with operational management in ensuring buy-in and implementation of agreed improvements and that they met the needs of the business and the needs of the customer.