Experience

Bluewater

• United Kingdom
• Financial Services
• 1 - 100 Employee

• Experienced senior leader delivering growth and transformation IMServ -

  • May 2021 - Present

  An experienced, motivated and innovative operations leader delivering results through engagement and vision An experienced, motivated and innovative operations leader delivering results through engagement and vision



British Gas

• United Kingdom
• Utilities
• 700 & Above Employee

• • Jul 2019 - Dec 2020

  Following re-organisation of Field Operations in 2019 the Head of Dynamics and Head of Optimisation teams were merged. • I lead the successful recruitment and integration of the two business functions and developed a focus on insight through our business intelligence teams to drive process and performance improvement and to aid transformation programme recommendations and decision making.• Led the Future Engineer Strategy team comprising of Insight and Analytics, HR, Reward and SME business expert resources to define the operational specification for Engineer of the Future. This was achieved by assessing current and future demand, markets and products as well as commercial benefit. This team provided modelling and industry intelligence to be able to flex the strategy to help the organisation.• Created the performance data strategy for Field Operations to bring together 5 reporting teams into one and set the future direction for the stabilising of the data environment and creation of one version of the truth. Introducing Business Intelligence analytics and methodology into the forefront of our reporting capability and step change from MI to BI. Developed new tools through use of dashboards and the use of Power Bi to simplify access and end user experience.• Led the Covid 19 restart programme team from across multiple functions to determine workload types and capacity, services and customer prioritisation to enable customers to access British Gas services from June 1, 2020.o Additional restart activity included further re-organisation in the field support structures to align resources to customer products. This has led to improved focus and direction during the critical restart period, through SME being provided to the infield performance teams to ensure a balanced agenda, framed in performance, simplification, process improvement and growth. Show less

• • Jan 2017 - Jul 2019

  Role Dimension; Position was working directly with Managing Director.• To lead a strategic review of the Service and Repair Engineer teams’ ways of working to include; hours of work, roster patterns, customer demand, capacity planning and overtime arrangements. o Developed an approach to analyse and listen directly to the user’s experience and evaluate the system and process. Scope covering leaders, trade union and engineers. Provided expert external advice and experience alongside data and analytics to support adoption of agreed approaches.• To make recommendations, develop and implement plans to deliver a strategic change to maximise user experience and inclusion and deliver improved customer service and commercial outcomes along with creating more flexible engineer lifestyle options.o Successfully developed the New Ways of Working programme and lead an agile team to deliver flexible options for engineers to volunteer into trials between 2017 and 2020. The learning from these led to the development and modelling of the Engineer of the Future. o Working directly with key stakeholders across Centrica I led an engaging programme that required agility and test and learn methodology, navigating existing ways of working, T&Cs and constraints to ensure delivery outcomes were both customer focussed and challenged the norm.Additional interim responsibilities between June 2017 - March 2018 were to lead the management team of 250 Field Engineers supporting the B2B/Commercial repair and servicing customers as well as the Contracted services engineers supporting consumer gas service and repair Customers. Show less



RAC

• United Kingdom
• Vehicle Repair and Maintenance
• 700 & Above Employee

• • Nov 2013 - Sep 2016

  Role Dimension; P&L for corporate outsource contact centres, operational budget c£50m, people 350 FTE.1. Responsible for providing corporate customer outsourced managed services for the following clients; Porsche, Hyundai, DAF Trucks, ATS Euromaster. 2. Support Corporate Services Director to manage operational day to day performance in line with contractual KPIs and be senior operational point of contact to respond to client requests. Clients include Motability, Lex Autolease, Royal Mail Group, Arval, British Gas, Aviva Insurance, Barclays Banking, Renault and Nissan Cars.3. Leading the Roadside Recovery Operation in the delivery of roadside service at industry leading efficiencies.4. Developing and improving the service provided by RAC Contracted Service Partners (garage and recovery agents) to drive cost reduction and performance improvements. Show less

• • Aug 2011 - Nov 2013

  Role Dimension; P&L for parts and battery sales, operational budget £20m, people c30 FTE.1. Responsible for developing and improving operational supply chain to drive cost reduction opportunities and performance improvements in batteries, parts, accessories, tools, consumables, fuel and garage services. 2. Develop strategies and plans to grow the P&L and support the roadside teams to sell breakdown products, batteries, parts and accessories. During this period RAC were acquired by Carlyle Group and I was responsible for leading the review of all our operational supply spend. This involved working with OC&C consultants analysing opportunities and then carrying out large scale re-tendering of goods and services. Show less

• • Oct 2007 - Aug 2011

  Role Dimension; P&L for parts and battery sales, operational budget c£10m, people 100 FTE. 1. Responsible for developing and improving roadside technical support through the delivery of training, automotive helpdesk, fleet management and battery and parts supply. 2. Developed strategies and plans to grow the P&L and support the roadside teams to sell batteries and parts. 3. During this period, I also took on the management of the Service Development Team. This was a group of project managers that were responsible for delivering small and large scale operational changes within Operations. Show less

• • Apr 2002 - Oct 2007

  Role Dimension; P&L for training services, operational budget £1.5m, people c30 FTE. 1. Responsible for developing and delivering roadside technical support to 1500 field based Patrols, through the delivery of training, coaching and online assessments.2. Manage the outsourced automotive training supply for motor manufacturers. Clients included Ford, Mercedes, Porsche, Hyundai, Jaguar and Kia.