Robert John Heward
Senior Diagnostics Advisor at Innserve Ltd- Claim this Profile
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Bio
Credentials
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Road to Cicerone: American Beer Styles Specialist Course
Cicerone® Certification ProgramMar, 2021- Nov, 2024 -
Road to Cicerone: English & Irish beers Specialist Course
Cicerone® Certification ProgramMar, 2021- Nov, 2024 -
Volcanology Diploma
Centre of ExcellenceMar, 2021- Nov, 2024 -
Certified Beer Server
Cicerone® Certification ProgramFeb, 2021- Nov, 2024 -
Oceanography Diploma
Centre of ExcellenceFeb, 2021- Nov, 2024 -
Road to Cicerone: Belgian Beers Specialist Course
Cicerone® Certification ProgramFeb, 2021- Nov, 2024 -
Road to Cicerone: Brewing Ingredients & Process Course
Cicerone® Certification ProgramFeb, 2021- Nov, 2024 -
Road to Cicerone: German Beers Specialist Course
Cicerone® Certification ProgramFeb, 2021- Nov, 2024 -
Road to Cicerone: Keeping & Serving Beer Course
Cicerone® Certification ProgramFeb, 2021- Nov, 2024 -
Marine Biology Diploma
Centre of ExcellenceJan, 2021- Nov, 2024 -
Open Water Diver
PADIMar, 2019- Nov, 2024 -
Jewellery Education and Training
NATIONAL ASSOCIATION OF GOLDSMITHS OF GREAT BRITAIN AND IRELAND (THE)Oct, 2014- Nov, 2024 -
NVQ - Team Leading
City & GuildsAug, 2010- Nov, 2024 -
NVQ - Customer Service
City & GuildsAug, 2005- Nov, 2024
Experience
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Innserve Ltd
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United Kingdom
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Hospitality
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100 - 200 Employee
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Senior Diagnostics Advisor
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Jun 2021 - Present
Senior Customer Service Centre Advisor – June 2021 – PresentStill fulfilling my duties as Customer Service Centre Advisor in this role• Quality Checking: Monitoring and listening to calls for the 40+ staff members in my department to ensure that team are giving excellent customer service and performing to targets.• Investigations & problem solving: As a senior leader in the team, I support the rest of the department by handling more challenging tasks and complaints that advisors are not able to resolve on there own. Weather it be by providing technical knowledge to explain how to resolve a maintenance issue, or by giving customer service to resolve customer complaints.• Delegation: Throughout the day I will need to hand out tasks impartially to the team depending on their skill level and how complex the issue might be.• Liaising with multiple service providers and companies: we have a variety of customers such as Heineken, Britvic, Carlsberg and I often work with their area Managers and representatives when organising equipment delivery's for maintenance issue’s and updating information on their bespoke systems such as Salesforce.
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Diagnostics Advisor
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Jun 2018 - Jun 2021
I am responsible for taking inbound technical service calls from publicans and people working in the licensed trade who require immediate assistance with their beer dispense equipment. As their first point of contact, I have a duty to be approachable, helpful, and provide a high level of customer service at all times. The calls taken are not about quantity but quality. Not only do I log calls for customers if they need technical assistance, I also utilise my comprehensive training of all aspects of beer dispense systems to enable me to provide instant technical advice to callers to assist them in diagnosing simple problems themselves.
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T.M.Lewin
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United Kingdom
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Retail
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100 - 200 Employee
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Assistant Manager
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Nov 2014 - Jun 2018
Store development: For the two years running the York store has finished in the top 5 ranked stores in T.M.Lewin. The ranking is dependant on a number of K.P.I’s including performance against sales target, i-pad performance, customer feedback scores, average transaction value, conversion, wages budget and footfall. International training and development: I spent a month working in Lagos, Nigeria delivering training to retail management and team members. Troubleshooting: After the successes with work done in Nigeria. I was asked to complete a 3 month secondment in Aberdeen. Aberdeen was the 2nd lowest ranked store in the company on our performance dashboard. By the time my secondment had finished the store had climbed 33 places from 75th to 42nd in the company. This led to helping in a variety of stores such as Manchester king street, Glasgow, Sheffield Meadowhall, and the Manchester Spiningfields store. Background in Technology: After joining I played a key part in using the I-pad and motivating the team to drive multi channel sales for the store. When I joined the store was at 85% of target, but by the end of the year we pulled back the deficit and finished at almost 130% against target. A trend which has continued this year as we are currently 131% against target. Data capture: This is a key priority for the business to build our customer data base. We consistently deliver against the 70% target and are currently at 83% strike rate for the year to date. Corporate accounts: Since joining I have developed a relationship with a Land Rover dealership which led to the creation of a large corporate account. I over saw there order from in its entirety from securing stock, negotiating price and processing the BACS payment. I have also assisted with orders from existing corporate customers to when they have required further orders so as to successfully maintain relations with these companies and boost our average transaction value by processing larger orders.
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ERNEST JONES
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United Kingdom
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Retail
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100 - 200 Employee
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Assistant Manager
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Apr 2013 - Nov 2014
Training: I have successfully completed my ''Jet 1'' course. This qualification has been developed and certified by the National Association of Goldsmiths and is the equivalent of a National Diploma. This five month course was done outside of work time and is recognised not just by Ernest Jones but is universally accepted by all U.K jewellers. Team Development: Key in driving sales performance against five different sales targets as well as driving conversion and developing the team. Merchandising: The standard of presentation in the jewellery business is extremely high. To look at it’s most desirable; the stock must be perfectly displayed and positioned. The displays had to be cleaned often and even when stock was removed to show customers it would have to be left tidy so it would still look at its best for other potential customers. Stock Control: Many of the items cost thousands of pounds and are course very small in size. Weekly counts would be made of high value items to keep track of stock because even one missing ring could potentially course stock loss of up to £6,500.
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EE
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United Kingdom
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Telecommunications
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700 & Above Employee
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Store Manager
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Nov 2004 - Apr 2013
Progression: Started with the company as a Christmas temp 2004. Subsequently employed on a permanent contract, progressed to Assistant Manager in 2008 and then to store manager in 2010. 2010 Regional Manager of the Year (the North East Region had 36 stores at that time): This was achieved during my first year as a Manager. There are >400 stores in Orange Retail and under my leadership the store’s year end ranking rose from 124th in 2009, to 34th at the end of 2010. NB: The ranking of a store is determined by a variety of measures, including cost & compliance, customer experience scores, team performance and sales (e.g. extra points given for having 30% of contract phones sold with insurance). Before I took over Beverley in July 2010 the store was achieving 80% of its targets, by the end of the year it was at 95.7%. Leadership: Managing store and team performance on a daily basis, motivating the group to give their best and work together to hit targets. Organising rotas and balancing staffing to ensure the store functions while trying to balance the personal lives/availability of the team. Staff Management & Development: Developing my team from the ground up. From recruitment and interviewing, to training and developing the team with a focus on keeping staff attrition to a minimum by providing an exceptional employee experience. Developing the people skills needed to work with the public not just to maintain and strengthen brand image with the public, but to act as a dedicated caring customer service representative. I have enjoyed managing my team from the most basic of training, to the most rewarding aspect, their own career development. Managing the stores profit & loss reports: Management of budgets and understanding how the smallest of decisions can have a wider impact on the business.
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Morrisons
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United Kingdom
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Retail
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700 & Above Employee
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Staff Member
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Sep 2002 - Nov 2004
Produce and Ambient Departments: My initial employment was on a part-time basis during my final year of college. Working as part of a team, following instructions and working unsupervised to ensure deliveries were put away (with stock rotation strictly observed so as to reduce wastage). I also carried out re-stocking and organising of the display shelves Bakery Department: My final year there was spent working full-time in the Bakery Dept. I responsible for ensuring the products were prepared to deadline as the majority of bakery products sell in the morning and due to how time consuming it can be to bake, if you fall behind on production this can have a big impact on your P and L. For one week in every three I was required to work early shifts, starting work at 4am and working alone for the first two hours daily. I would have to be self-motivated to work at pace or else the entire days production would be behind. Hygiene & Cleanliness: Working with food meant cleaning and store standards had to be maintained to the highest quality.
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BHS
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United Kingdom
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Retail
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700 & Above Employee
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Sales Assistant
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Sep 2001 - Sep 2002
Selling the BHS gold card: This is their store discount card. This was particularly important as the more customers that took this meant that more of them would likely continue being loyal customers. To be able to achieve targets set, I had to approach customers and deliver excellent customer service using personable people skills to build a rapport and gain the trust/confidence in the potential buyer. Cue management, neatly organising product displays, cash management Selling the BHS gold card: This is their store discount card. This was particularly important as the more customers that took this meant that more of them would likely continue being loyal customers. To be able to achieve targets set, I had to approach customers and deliver excellent customer service using personable people skills to build a rapport and gain the trust/confidence in the potential buyer. Cue management, neatly organising product displays, cash management
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Education
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2001 - 2003
York College, York UK
A-Level/AS-Level -
1996 - 2001
Manor Church of England Academy, York, UK
G.C.S.E's, Secondary Education
Community
