Experience

Morses Club Limited

• United Kingdom
• Financial Services
• 200 - 300 Employee

• Credit Risk Director

  • Apr 2022 - Present

• Head of Business Intelligence & Credit Risk

  • Sep 2014 - Apr 2022



Direct Line Group

• United Kingdom
• Insurance
• 700 & Above Employee

• Executive & Strategic Pilots Reporting Manager

  • Jan 2012 - Sep 2014

  Working as a subject matter expert and central point of contact for all production and development of Executive level reporting including direct support to the Chief Customer Office (CCO) Executive, delivering high quality MI solutions to senior stakeholders within agreed specifications and timescales. Pro-actively manage relationships with CCO Executive team and senior stakeholders to ensure that requirements are fully understood and reporting needs are met.Accountable for managing delivery of a suite of high quality, accurate, focused and relevant reports to strategic pilots and the CCO Executive as per agreed specifications and timescales. Ensuring that all reporting remains relevant and in line with current strategic thinking. Provide appropriate challenge and commentary to the Executive MI pack that senior stakeholders can use to make informed decisions and focus on key strategic priorities that help drive the business forward.Manage a team of MI professionals responsible for designing, developing, testing and maintaining Business Intelligence (BI) and information solutions that support business reporting, data quality, speed of service, and operational effectiveness for strategic pilots.Perform analysis of complex data patterns and effectively communicate findings to provide a meaningful interpretation of business performance to support the review and challenge of performance within CCO. Working collaboratively with the Pilot Managers and senior stakeholders to effectively manage and prioritise workloads and resource to ensure that information is readily available to support business/project plans to ensure profitability, efficiency and effectiveness of the business. Show less

• MI Development & Innovation Project Leader

  • Jan 2011 - Dec 2011

  Working to deliver brand new MI suite to Sales and Service operational areas to provide improved access and visibility of key performance metrics.Responsible for investigation and assessment of potential technology solutions, looking at internal and external options before making recommendations to the Executive Committee and IT Management looking to secure appropriate budget and business prioritisation. Working with operational representatives, technology services, and business management to develop range of requirements, translating these into technical specifications for the development team.Responsible for design of each of the dashboards, developing both the data requirements and visual representation of results to allow improved performance management within operational areas. Show less

• MI Manager

  • Mar 2010 - Dec 2010

  As MI Manager my role was to lead and manage a team of 30 MI co-ordinators situated across multiple locations to provide management information on operational performance via a number of reporting tools including SAS, MS Access, MS Excel, and Business Objects.Required to manage the team’s work flows for both business as usual and ad-hoc reporting for the Sales and Commercial operations through effective prioritisation and distribution of work combined with management of stakeholder expectations.Whilst in the role I introduced a number of key departmental improvements through the design and introduction of a clear defined governance process, incident management controls, and through improving both timeliness and graphical representation of report delivery. Show less

• MI Production Team Leader

  • Nov 2007 - Mar 2010

  Responsible for management of the MI Production team to provide management information on operational performance against objectives including commentary to assist in the understanding of the results.I also delivered cost savings through the automation of processes and tasks, identifying process improvement, increased efficiency, and by ensuring services are aligned to business needs.The role also carried responsibilities for the people management of the team; being required to recruit, motivate and develop staff in order to enhance performance delivery, and maximising staff retention. Show less

• Project Manager

  • May 2007 - Nov 2007

  Qualified PRINCE2 Foundation & Practitioner November 2007.Responsible for management and delivery of projects against timescales, budgets and quality standards working to deliver operational business development initiatives across Customer Sales and Services in support of the strategic action plan looking to maximise profitability and drive operational efficiency.

• Sales Manager

  • Feb 2007 - May 2007

  Working to maximise the operational performance of the unit through management, motivation and development of a team of 6 Team Leaders, each responsible for the management of 10 Sales Consultants, towards maximising the potential of individuals and the achievement of performance and behavioural objectives. This was achieved through the effective utilisation of management information and performance monitoring processes.During my time in the role I delivered performance improvement across the key KPI deliverables, specifically improving from a previous performance where the team had achieved only 25% of key deliverables in the 2 previous months to achieving 75%, including exceeding the previous best performance in 6 of 7 key sales metrics by month 3 of my time in role. Show less

• Product Champion

  • Aug 2006 - Jan 2007

  Key accountabilities were to raise the profile, drive performance, and offer support throughout the Sales and Service departments in the Doncaster site to deliver improved Rescue upsell penetration within Sales and Service areas.Month on month performance improvements were achieved through building relationships with key stakeholders, utilising a variety of different communication methods to improve understanding across all levels, and developing and trialling new and innovative sales approaches. Show less

• Sales Team Leader

  • May 2003 - Jul 2006

  Working within the Sales department for UKI Partnerships, leading a team of 10 direct reports to achieve & exceed sales conversion targets and customer service standards, maintaining shift adherence to meet the agreed customer service levels whilst ensuring compliance with Regulatory Body codes of practice.In 2005 I was given the award of ‘Best Team Leader’ for the sales department in Doncaster and short listed for a Chief Executive Award.



Ventura

• United Kingdom
• Outsourcing and Offshoring Consulting
• 400 - 500 Employee

• Customer Liaison Manager

  • Mar 2002 - Mar 2003

  Working for the O2 client I managed a team of 16 Customer Liaison Officers working to resolve customer complaints and had responsibility for call response strategy, including both proactive and reactive measures taken through effective planning and staffing based on predicted call volumes, recruitment, and prioritising the team’s work loads to meet inbound call demands.

• Team Leader

  • Nov 2000 - Mar 2002

  Working within the telecoms business unit responsible for day-to-day supervision of a team of Customer Service Advisors working to ensure that a high quality service is provided to clients and their customers through the monitoring of call quality, statistical results, and service levels.

• Customer Service Representative

  • Jun 1999 - Nov 2000

  Working as a Customer Service Advisor I was responsible for offering a high quality service to customers calling through to the O2 business unit, looking to offer advice and support on a range of products and services offered by the client.



GT Sports

• Branch Manager

  • Jan 1998 - Jun 1999

  As branch manager for the Bradford store I was responsible for all aspects of daily management of a retail outlet in a major city centre shopping mall. My duties included managing and motivating staff towards achieving pre-set sales targets, merchandising, and all aspects of staff recruitment and development. As branch manager for the Bradford store I was responsible for all aspects of daily management of a retail outlet in a major city centre shopping mall. My duties included managing and motivating staff towards achieving pre-set sales targets, merchandising, and all aspects of staff recruitment and development.