Experience

Belmond

• United Kingdom
• Hospitality
• 700 & Above Employee

• Director of Customer Contact Centres, NEAA and SE

  • Jan 2023 - Present



Integral UK Ltd

• United Kingdom
• Facilities Services
• 700 & Above Employee

• Head of Customer Service

  • Nov 2021 - Jan 2023

  - Led a tactical recruitment initiative - Stake holder & operational performance ownership - Developed competency reward and recognition framework - Built an operational dashboard for managers feeding into the customer excellence objectives feeding into competency framework and KPI’s - Led a tactical recruitment initiative - Stake holder & operational performance ownership - Developed competency reward and recognition framework - Built an operational dashboard for managers feeding into the customer excellence objectives feeding into competency framework and KPI’s



Amber

• United Kingdom
• Utilities
• 100 - 200 Employee

• Customer Service Manager

  • Mar 2021 - Nov 2021

  Reason for leaving - Change of industry due to Energy Crisis Managing 2 customer facing platforms – B2C/B2B. Whilst B2C was undergoing a significant growth period. - HR activities - Attendance management, Performance Development Process. Ensure training is up to date e.g. DSE, Personal Risk Assessments and completion of Health & Safety, Learning & Development etc - Developed processes to adapt to a leaner mindset - Developed the forecasting and planning model to identify the resource requirements for launch and migration ensuring customer wait times are within the 80 / 20 call handling requirement - Overhaul of the Customer Satisfaction measuring – sourcing live feedback portal providing resolutions to ongoing issues in the moment



Arvato CRM Solutions

• United Kingdom
• Outsourcing and Offshoring Consulting
• 300 - 400 Employee

• Customer Service Manager

  • Sep 2020 - Mar 2021

  Reason for leaving - Consultancy Contract Consultancy contract during COVID-19 as the primary operations senior manager apart of the Track-Trace outsourced initiatives. Providing a reviewed view/insight to senior management in managing a contact centre. - Managed government led contract a part of their COVID-19 T&T scheme, consistently ranked in their top 5% for efficiencies and completion/productivity rates against competitors - Upskilled 80% of agent base to multi-skillset prioritising UK’s most vulnerable service - Built dashboards to provide insight and provide advisories to Director/Client to improve efficiencies - Bulkhead recruitment and training inductions for rapid contract demand



SSE plc

• United Kingdom
• Utilities
• 700 & Above Employee

• Continuous Improvement Manager

  • Mar 2018 - Jun 2020

  Reason for leaving - RedundancyBESMA AWARD WINNER – SALES SUPPORT TEAM OF THE YEARDeveloped, deployed & leading a sustainable Continuous Improvement programme across SSE’s Commercial functions, delivering over £7m of value in cost savings and increased revenue. Led the identification of critical, cost saving opportunities across the Retail business as well as root cause investigation and solution delivery for improvements.- Documented department processes and producers using Lean Manufacturing methodologies- Designed and implemented “Voice of Customer” into collections measuring customersatisfaction and outcome delivering results into a continuous improvement mode- Designed and delivered Complaints and Compliance manuals across all SSE’s sites a part of their assurance management program - Led Lean and Six Sigma projects to reduce lead time, improve processes and promote excellent customer satisfaction

• Forecasting and Planning Manager

  • Mar 2017 - Mar 2018

  Establish and maintain effective relationships with key stakeholders providing specific support, advice and facilitation on business change- Developing impact assessments and identifying risks and issues, specifically in the delivery of business change projects and developing processes to mitigate them- Launched initiatives based on industry regulations within timescales stipulated by OfGem- Implemented schedule and policy changes and collaborated with key stakeholders to formulate new policies, procedures and goals



Bristol Energy

• United Kingdom
• Utilities
• 1 - 100 Employee

• Senior Operational Support Manager

  • Feb 2016 - Mar 2017

  Reason for leaving - Relocation Joined during start-up stage of the contact centre. Designed, created, and implemented support processes, including SLAs and escalation procedures for ensuring efficient incident management for Helpdesk staff. Reason for leaving - Relocation Joined during start-up stage of the contact centre. Designed, created, and implemented support processes, including SLAs and escalation procedures for ensuring efficient incident management for Helpdesk staff.



OVO

• United Kingdom
• Utilities
• 700 & Above Employee

• Forecasting and Planner - PAYGO

  • Jan 2015 - Oct 2015

  Reason for leaving - Personal break & progressionDeveloped; contact forecast, KPI reporting/dashboards for insight and visibility of capacity performance supporting the embedding of new processes, systems and software to enable a more efficient workflow.

• Customer Care Senior Team Leader

  • Oct 2013 - Jan 2015

  Responsible for managing a team of 10-15 agents – recognised for team consistently exceeding KPI’s. Nominated and Winner for Best Team Leader in the internal annual awards ceremony.

• Customer Service Advisor

  • Feb 2013 - Oct 2013

  Being the first point of contact for an independent energy provider, responsible for resolving inbound queries including billing and technical faults and ensuring complete customer satisfaction.



Monsoon Accessorize

• United Kingdom
• Retail
• 700 & Above Employee

• Assistant Manager

  • May 2010 - Feb 2013

  Reason for leaving - Career Progression Managed a team of 20 Sales associates in a target-driven sales environment whilst providing 1-1 white glove and being a point of escalation for any face-to-face customer concerns. Reason for leaving - Career Progression Managed a team of 20 Sales associates in a target-driven sales environment whilst providing 1-1 white glove and being a point of escalation for any face-to-face customer concerns.