Head Of Customer Care

• Jan 2022 - Present

Head Of Customer Service

• May 2021 - Dec 2021

• Developed a capacity forecasting model to detail recruitment initiatives as well as resource scheduling. • Initial configuration and development of Zendesk enabling a consistent approach to customer issues, enquiries, and social reviews. Investigating and delivering platform integrations and automation to facilitate workflow and increase both Customer Experience and efficiencies • Defined and implemented a Quality Assurance Review process and scorecard. Lead the development of the knowledge base of customer journey’s, reviewing all support content and FAQ’s along with RPA development. Show less

Head Of Customer Support

• Dec 2019 - Sep 2020

Responsible for leading the continued development and expansion of the Customer Support function, focusing on delivering long-term business goals and an industry leading customer experience Key Achievements: • Reduced costs and improved KPI’s by leading the off shoring of front-line operations to preferred Contact Centre Partner with appropriate quality control and performance management reviews. This was supported by the introduction, and continuous development of chat bots, helping on average 7% of all chats to self-serve. This was further assisted by leading a digital development work-stream aimed at improving the customers experience, delivering a reduction in targeted chat themes by more than 36% • Restructured and expanded the capabilities of the onshore team to enable improved insight of customer behaviour to drive CX & regulatory compliance performance. This was facilitated by developing the overall maturity of Customer Support, including but not limited to the training program, capacity forecasting model and channel communications approach. Show less

Customer Support Manager - New Segments

• Sep 2017 - Nov 2019

Responsible for the creation, on-going development, and management of the Customer Support function with the long-term goal of achieving an industry leading customer experience Key Achievements: • Recruited a highly engaged, dynamic work force enabling an environment that supports exceptional customer experience and personal development. Worked with a principle on-shore Contact Centre Provider to increase support, resource capacity and flexibility. • Developed close working relationships with Digital agencies, Operational and Marketing teams to create a complete suite of KPI’s and reports highlighting customer insight, trends and reported issues within SMARTY’s footprint enabling both short and long-term development of improved customer experience opportunities • Market segment leading metrics o NPS +62 NPS as April 2020 o Trustpilot score of 4.4 in November 2019 – 4.5-star rating Show less

Process Excellence Lead

• May 2016 - Mar 2017

The Centre of Excellence was created to enable the business to operate end-to-end across all departments with a longer term objective of becoming a process led organisation. From April 2017 all water companies will operate in a competitive market, for all associated processes and their respective stakeholders I have established relevant and transparent accountability as well as commitment to an agreed governance structure. During this time I contributed heavily to the process mapping model for use throughout the company.Key Achievements:o Defined and implemented a Process Change framework for all Competition 2017 processeso Evaluated and socialised market leading Business Process Management toolo Defined process mapping framework and training programmeo Embedded the process change requirements into the companies Change Delivery Frameworko Process and Value Stream Mapping training Show less

Water Scheduling Customer Assurance Manager

• Oct 2014 - Apr 2016

Led the recruiting of the new 70 strong Thames Water Customer Assurance Organisation created to deliver against Thames Water's strategic Customer Satisfaction objective. Having identified key deliverables from industry based KPI’s; the team consisting of 5 Team Managers and a further 74 staff have a culture of continuous improvement and customer empathy which has resulted in enhanced morale, performance and staff retention whilst delivering an improvement in custom satisfaction of 14% across 9 million Clean Water Customers in less than 1 year Show less

CSL Manager

• Jun 2014 - Sep 2014

Recruited for the position of Water Dispatch Manager but immediately seconded to define and execute a recovery plan for the Customer Side Leakage legacy, developing a consistent process that reduced a 30 month backlog to 6 week process lead time in less than 5 months. Implementing “Lean” principles and utilising Prince2 methodology to manage multiple contractors and a potential 9.8 million customers. Enabled transparency in reporting and facilitated comprehensive communications and extensive stakeholder engagement including the CEO and Wholesale Water Managing Director Show less

GB Service Centre & Customer Quality Manager

• Dec 2011 - Dec 2013

Responsible for managing the European Service Centre, overseeing a team of twenty comprised of three supervisors, eight engineers and three repair technicians and six logisitics coordinators to enhance the total experience for Vertu products by delivering world-class support and services for end Customers, Retail stores and Trade Partners alike. My objectives include the continuous improvement on Service Levels Agreements while continuing to deliver on quality requirements as well as minimal inventory holding. Show less

Technology Capability Manager

• Jul 2009 - Nov 2011

Working for the Technology & Operational Development Director, responsible for identifying new technology developments and ensuring they were supported by Nokia’s Demand Supply Chain organisation. This included effective stakeholder management and leadership of the Manufacturing Requirements Process and Strategy. Regular communication with teams in EMEA, APAC and the Americas established early identification of new and innovative technologies. Guidance and governance of 16 international virtual teams providing insight into the viability of each requirement allowing informed decision making and the creation of achievable and agreed portfolio’s and roadmaps consisting of up to 100 individual projects at any one time. Improving the efficiency & flexibility in the manufacturing supply chain, reducing costs, increasing quality and enabling on-time schedule development. Show less

Operations & Logistics Project Manager

• Jul 2006 - Jul 2009

Responsible for the overall manufacturability of wireless platform releases, including support of international pre-production builds, all the relevant documentation and review processes. Instrumental in organisational reengineering to create an effective working partnership with the Complimentary Wireless Solutions Platform establishing a can-do attitude towards pushing technology boundaries, delivering enhanced product quality and improving development schedules. Significantly contributed to cost reductions in excess of €100m in silicon & packaging by enabling the use new technologies within the Nokia manufacturing environment. Introduction of these new technologies required careful implementation and monitoring, innovative target setting and measuring techniques were developed and implemented to enable faster identification of manufacturing issues and their successful resolution. DPMs in relation to 0.4mm pitch were reduced by 75% in the first 6 months using this process. The Manufacturing support approach implemented in CWS strengthened the prolific introduction of 0.4mm pitch WLCSP technology into the majority of handset programs. All manufacturing aspects required to effectively integrate any CWS project release into a mobile device were available at the “touch of a button” allowing greater focus on problem and conflict Show less

Operations Manager

• Mar 2003 - Jun 2006

Tasked with the overall improvement in all aspects of operation, while continuing to service existing clients. Identified and implemented major improvements in scheduling, inventory control, marketing and human resource management. Applied a new visual scheduling approach accounting for all contributory factors improving on-time installations from 62% to 91% adherence. Contract negotiations with suppliers and the improved on-time installations increased stock turn in the first year from 20.1 to 26.6. Increased cash flow allowed for the aggressive development of commercial activities resulting in new revenue streams contributing 35% to the annual turnover and 14% in operating profit Show less

Lean Process Development manager

• Jan 2002 - Feb 2003

Liaised and collaborated with representatives of the Lean Enterprise Research Centre, Cardiff University Business School to investigate various Lean Process proposals to improve overall operational efficiency. Benchmarked existing processes and implemented a change program initiative in to the Bristol Depot including 5S and various Kaizen activities. Materials Process mapping in conjunction with a change to stock re-ordering protocol lead to an overall 65% inventory stock reduction opportunity. Warehouse re-layout lead to a 5% reduction in quality failure Show less

Manufacturing Consultant

• May 2001 - Dec 2001

Contracted to investigate requirements for a scalable production facility to suit the ramp up of business activities. Needed to understand the business plans of what was in essence an R&D Start-Up Company Generated, developed and commissioned a complete production process which included an embedded Manufacturing Execution System. The system included various full proofing techniques and enabled complete tracking of all production modules Contracted to investigate requirements for a scalable production facility to suit the ramp up of business activities. Needed to understand the business plans of what was in essence an R&D Start-Up Company Generated, developed and commissioned a complete production process which included an embedded Manufacturing Execution System. The system included various full proofing techniques and enabled complete tracking of all production modules

Senior Industrial Engineer

• Nov 2000 - Apr 2001

Created the long term automated manufacturing strategy and lead the Industrial Engineering Automation Team, with the objective of supporting all R&D development areas in the design and advancement of products that were suitable for a manufacturing environment. Created the long term automated manufacturing strategy and lead the Industrial Engineering Automation Team, with the objective of supporting all R&D development areas in the design and advancement of products that were suitable for a manufacturing environment.

Manufacturing Engineer

• Oct 1998 - Oct 2000

Responsible for the overall process improvement for the surface mount manufacturing process; targeting cost reduction and increase in Overall Equipment Effectiveness Flow line and Shop-floor layout analysis as well as improved programming techniques produced a 20% increase in machine utilisation in 2H1999 Major projects included specification of a new CIM system. The Component Management System was developed with Panasonic and implemented as a “Just In Time” delivery system for surface mount components. An outlay of £600,000 generated cost savings on stock of approximately £12,500,000. Show less

Process Engineer

• Feb 1992 - Oct 1998

Day to day management of PCB Plant Process Team, Production support, NPI, Flow line analysis, Shop-floor layout, Customer Visits &Training Day to day management of PCB Plant Process Team, Production support, NPI, Flow line analysis, Shop-floor layout, Customer Visits &Training