Experience

Global Sustainable Tourism Council (GSTC)

• United States
• Travel Arrangements
• 1 - 100 Employee

• Board Member

  • Jan 2023 - Present



easyJet

• United Kingdom
• Airlines and Aviation
• 700 & Above Employee

• Director of Customer & Operations - easyJet holidays

  • Aug 2020 - Present

  Full board level accountability for all aspects of customer experience and business operations, with role expanded to include accountability for corporate strategy and business planning, communications (both internal and external – PR/corporate affairs/industry relations), sustainability, and portfolio delivery (including PMO, process optimisation, and ownership of the strategic change agenda) within the holidays business.

• Customer Director easyJet holidays & Head of Group Business Resilience

  • Jul 2019 - Aug 2020

  Member of the easyJet holidays management board with full accountability for all aspects of customer experience and journey within the new easyJet holidays business which launched late 2019. This includes (but not limited to) the set-up and scaling of:- customer safety, security and wellbeing- incident and crisis management- customer strategy and proposition - customer contact and engagement - all aspects of operational delivery (including supplier management)- customer research and insight Key achievements during the coronavirus crisis:- building a world class customer centric team- first major tour operator to repatriate all customers - leading tour operator for providing timely refunds to customers (average 12 days)- rapid implementation of technologies to support customers - eg self-service tools, and chatbot- introduction of "covid commitments" to provide reassurance to customers in unprecedented times- launch of easyJet holidays Protection Promise - an overhaul of industry standard booking conditions- all the above culminating in very high levels of customer retention and cash preservationAlso retained (from previous role) accountability for business resilience across the easyJet group. This included business continuity, emergency response planning, and incident/crisis management. Held this accountability during the organisation's response to a number of crises, including the coronavirus pandemic and cyber attack. Show less

• Director of Group Risk & Assurance

  • Sep 2017 - Sep 2019

  Member of the Executive Leadership Team, at the UK’s largest airline (and FTSE 100 Plc), reporting to the Audit Committee Chair (Non-Executive Director) and functionally to the Group Chief Financial Officer.Group accountabilities sit across four key elements of risk and assurance: - internal audit- corporate risk management - fraud and business integrity- business resilienceDelighted and proud to have led a team of outstanding professionals who, together, established themselves as a leading audit and risk function.Key achievements:Transformed the Internal Audit team to be leading edge through people/cultural change (including outsourcing of some activities), adoption of latest techniques and use of technology, establishing key performance measures. Seen as a key contributor to maximising business performance (including non-conventional audit areas such as Contact Centres and Airport Operations) and requested to provide monthly views/insights to the Board in person.Designed and a new corporate risk framework, breaking away from established norms (heat maps etc.) to change risk from being compliance focussed, to a key input into strategic decision making.Established a strategy for the Fraud & Business Integrity Team to provide greater clarity over their purpose. Restructured to ensure the right people in the right roles to deliver what is required by the business.Due to continuing personal success, role expanded to include accountability for the establishment and management of a Group Business Resilience function (encompassing business continuity, IT disaster recovery, emergency response planning, and incident/crisis management) to mature capability including people, processes, governance, and technology. Show less



easyJet holidays

• United Kingdom
• Travel Arrangements
• 1 - 100 Employee

• Director of Customer & Operations

  • Aug 2020 - Present



British Airways

• United Kingdom
• Airlines and Aviation
• 700 & Above Employee

• Garden leave

  • Apr 2017 - Aug 2017

• Head of Global Operations Control Centre

  • Aug 2016 - Apr 2017

  Internal promotion to one of the most exciting roles in the airline - heading up the Operations Control Centre. The objective was to deliver the best possible operational performance and customer service in a safe and efficient manner through tactical and strategic leadership in the control of the day-to-day British Airways' worldwide network operation of c. 800 sectors each day. Responsible for the Network Operations Delivery team comprising Operations Control, Cabin and Flight Crewing, Centralised Load Control, and Customer Services. Also responsible for the effective coordination of all functions operating within the Network Operations Control Centre including Engineering Maintenance, pre-Ops teams, Aviation Security, Air Traffic Management, and Flight Planning.Developed a suite of functions in an Operational Dashboard to provide realtime performance data to facilitate data informed decision making. One of a team of eight Crisis Management Team Leaders across the airline, accountable for bringing together operational and non-operational areas of the business and external stakeholders and to lead the company's response to significant incidents or events. Show less

• Senior Manager - Customer & Commercial

  • Aug 2015 - Aug 2016

  Due to continuing success, expansion of previous role to be accountable for the Heathrow Premium strategy and operation; but also the provision of a consistently excellent and improving customer experience; and identifying, developing and maximising commercial opportunities (primarily ancillary revenue streams) across BA's Heathrow terminals.Produced and accountable for the delivery of the Heathrow customer experience strategy and associated plans- Delivery of customer metrics - built around key drivers of NPS (Net Promoter Score)- Chair of directorate customer improvement board with matrix management of key stakeholders- Oversight of projects and programmes with objective of increasing customer experience- Timely and accurate reporting of regular information through insight partners to measure progress - Identify good practice and emerging trends in the broader customer experience space- Leadership of team of 3000+ front line customer service colleagues with empowerment and recognition at the heartAccountable for operational risk and resilience for Heathrow Customer Service, including but not limited to mass disruption for customers; stakeholder engagement with key parties; and balancing cost and customer experience to optimise hotel accommodation spend (budget £10m) through close relations with IAG procurement. Significantly increased the focus on ancillary revenue opportunities in airport with deep dives into excess baggage and flight upgrades to better understand performance and opportunities. Show less

• Senior Manager - Premium

  • Jan 2014 - Aug 2015

  Internal promotion to the Heathrow Customer Service Leadership Team. Accountable for the end-to-end delivery of the Premium customer experience (including VIPs, dignitaries, First and Business class customers, and high value loyalty customers), across Heathrow through leadership of a large frontline team of 400+ colleagues (including 40 Managers) and proactive stakeholder management of senior colleagues across this Superbrand award winning business. Defined, implemented and continuously reviewed the Heathrow Premium Strategy in line with changes in regulatory and competitive landscape as well as requirements set out by other directorates including Brands & Customer Experience, and Commercial. In addition, worked with key third party service providers to ensure a harmonious customer experience.Led a large (500+) customer facing workforce through effective performance management to deliver a continuously improving customer experience by sponsoring and taking an active role in transformational change through the establishment of a formal performance management framework (including more structured learning opportunities) for front line managers/colleagues.Reviewed existing processes over lounge commercial arrangements with other airlines to ensure a robust approach to business development, revenue maximisation and complete, accurate and timely invoicing and cash collection.Drove and took an active role in a cross-functional global lounge effectiveness programme. Received positive feedback from the workshop facilitator which highlighted the ability “not only to see the issues from both an Operational and Head Office perspective but also bring fresh insight from the outside world”. This work was the pre-cursor to BA's global lounge refresh programme. Show less

• Corporate Risk Manager

  • Apr 2012 - Dec 2013

  Developed, implemented and embedded an Enterprise Risk Management (ERM) framework (in line with ISO31000), increasing stakeholder engagement in the risk management strategy, process and content.Owned relationships with risk stakeholders across all areas of the business (including customer, operations, commercial and finance), particularly with directorate Risk Leaders (senior management positions) to:- identify risks through top-down and bottom-up approaches (research, workshops/meetings etc.)- assess risks using a range of quantitative and qualitative metrics- agree an appropriate response strategy (considering cost/benefit, tolerance levels, and risk appetite)- monitor the status of risks and response strategiesEncouraged proactive risk management through a range of mechanisms including:- scenario analysis- data analysis (including internal and third party sources)- risk modelling- developing positive cross-functional relationships to exploit opportunities to work collaboratively Actively participated in industry knowledge-sharing through forums such as StrategicRISK100 (at which facilitated workshops on crisis and reputational risk). Show less



Deloitte

• Business Consulting and Services
• 700 & Above Employee

• Manager - Risk Advisory Services

  • Sep 2006 - Apr 2012

  Worked with a range of clients (predominantly in Tourism, Hospitality & Leisure) reviewing operational and business processes to enhance customer experience, ensure compliance with relevant legislation/regulation, and seek to increase efficiency and value for money for clients. This was across governance, risk, control, audit, and resilience. Worked with a range of clients (predominantly in Tourism, Hospitality & Leisure) reviewing operational and business processes to enhance customer experience, ensure compliance with relevant legislation/regulation, and seek to increase efficiency and value for money for clients. This was across governance, risk, control, audit, and resilience.