Founder

• Apr 2017 - Present

The Consult Centre are business growth specialists, but what does that mean? The Consult Centre offers several services, some of our clients take all our services, some clients take one or two. Some clients are in regular contact with us; some just call when they need us. And we like that about our approach. No locking people into contracts, no making things complicated to charge more we DO More, we don’t charge more. Our reputation has grown organically, unhappy with the service, the response and the cost of the services our clients were getting elsewhere, they began steadily moving their services to us. Our approach is no fuss, straightforward, honest and transparent. We do what we say we are going to do when we say we are going to do it. We always deliver more than is asked of us. That is why all our clients, 100% of them, have come to us via referral. They know we won’t let them down, but they also know, we don’t make false promises. If we can, we will, if we can’t, we say so. The Consult Centre helps with business coaching, led by a Master Practitioner, registered with the EMCC, BACP and CIPD. A lecturer at the University of Cumbria is leadership and social enterprise, who also lectures at Lancaster and Morecambe College in digital skills and social media management for business. The Consult Centre builds and refreshes websites, social media profiles and offers complete Social Media Management. We are qualified as, WIX Professionals, Google Professionals, Facebook Accredited, Canva Pro’s and qualified in design and media content. In our team, we incorporate skills of video production, audio and podcast production. This is by no means an inclusive list of skills that you would expect from an award-winning local agency. Business Awards 2019 Winner: Bay Business Awards – Business Support Company – Regional First 2018 Highly Commended: Bay Business Awards - Business Support Company – Regional Second Facebook Pro Google Pro Wix Pro Show less

Senior Lecturer

• Jan 2020 - Apr 2021

Lecturer Social Enterprise and Apprenticeships

• Jan 2020 - Mar 2021

Head of Learning and Development

• Sep 2017 - Jan 2020

Head Of Internal Sales

• Sep 2013 - Sep 2017

I am lucky enough to lead a team of dedicated communications and technology professionals, working within the Mid Market and SMB sector. As a team we are proud to assist our customers on a daily basis, ensuring we provide the best in service and sales.

Director Contact Centre

• Sep 2013 - Dec 2014

Through our experience and expertise, Daisy Local Mobile specialists can demonstrate how our telecommunications systems and products can be tailored to your business needs, helping you to deliver customer satisfaction and commercial success, more efficiently and cost-effectively.The Daisy partnership represents a new and exciting collaboration which allows us to place your business’ needs at our heart. The success of your business, alongside our ability to deliver unbeatable propositions at a local level, will form the cornerstones to our relationship. Daisy has strategic partnerships with multiple suppliers that allows us to provide your business with a service that is hard to beat, both on price and quality. Show less

Voluntary Mentor to Prince's Trust

• Jan 2018 - Jan 2018

How we support young people Many of the young people we help are in, or leaving, care, facing issues such as homelessness or mental health issues, or have been in trouble with the law. We have returned £1.4 billion in value to society through our help for disadvantaged young people over the last 10 years alone. Our free programmes give young people the practical and financial support they need to stabilise their lives. We help them develop key skills while boosting their confidence and motivation so they can continue to dream big Show less

Customer Service Director & Head of Microsoft and Pegasus Service Delivery

• Sep 2009 - Sep 2013

• Customer service strategy • Deliver revenue on chargeable resource • Utilisation of all available resource • Reduction of debt and aged debt • Complaint management programme and customer satisfaction • Leadership of FTE • Ownership of customer base and service contracts • Full P & L ownership • Project management of customer installations • Leadership of different skills and job functions • Introduction of project management, process and procedures • Leadership of HR and cross support functions • Client and 3rd party relationship management • Leader of software development • Improvement in employee satisfaction and staff attrition • Improvement in efficiency and cost reduction • Assessment of existing staff and cost reduction through performance management • Management of MI and Planning teams • Restructure of management team • Restructure of operational activities and approach • Communication strategy both internally and external Show less

Senior Unit Household Manager Claims

• Nov 2007 - Sep 2009

Managing operation and service level KPI for Broker and direct business household claims Increase in Broker relationship and customer satisfaction scores Acquisition of new under writing business Reduction of cycle times and cost per claim Reduction in notification and claims management timing Delivered operation to full service level achievement with differing client service level agreement priorities Reduced FTE, running 15 below budget and increasing performance and maintaining service levels. Leading 120 FTE In house and 100 Outsourced Full P&L responsibility Increase in advisor satisfaction scoring Restructure of management team and operational delivery Head of projects for efficiency, development of systems, process and back office functionality. Attrition reduced by 4% Sickness reduction of 7% Management of fraud and recoveries investigations Delivery and owner of internal succession and mentor programme Head of telephony projects, within reduction of 12% of incoming misdirected calls Introduction of planning and work force management systems Management of MI and planning teams Awarded and recognised for the best employee satisfaction and staff retention Head of operational bid teams for new and renewal business Responsible for EDI migration moving policies from legacy systems to new claim systems Show less

Head of Travel

• Jul 2005 - Nov 2007

Delivery of strategic programme to align across three call centres and renew outsource partnership Increase in customer partner care scores Aquistion of new under writing business Leading an FTE of 250+ across 4 sites Heading relationship with outsource provider Full P&L responsibility Increase of KPI achievement across internal and external customer measures Increase in advisor scope scoring Restructure of management team Introduction of HR processes and delivery within performance guidelines Instrumental in review of underwriting T & C’s and insurance literature Attrition reduced by 5% Sickness reduction of 8% Re assessment of skill gaps of management and senior technical – redeployment where necessary Full review of training induction and modules – sign off on all material and qualifications Key relationships built with recruitment agencies and new SLA agreements negotiated and delivered Review of IVR and contact strategy Introduction of planning and work force management systems Introduction of coaching model and methodology Show less

Head of Call Centre

• 2003 - 2005

Set up of 3 call centres for out bound sales operations Consolidation of existing call centre for inbound member enquiries. Design and deliver of HR procedures and policy documentation Design and delivery of Job Descriptions, Competency framework, objectives and KPI Review and implementation of revenue and lead generation commission structure Redesign and delivery of training induction for UK and Europe Introduction of IVR Introduction of planning and work force management systems Providing strategic focus and 90 day planning to deliver objectives Provide quality coaching and feedback Introduction of succession planning Design and implementation of Communications strategy for internal comms Management of email response team and associated web site updates Management of 8 team leaders with 12- 14 advisors per team. Responsibility for budget and revenue achievement. Show less

Leadership and Management

• Jun 1995 - Oct 2003

Member Service Manager O2 Consumer Managing a consumer customer service operation containing 150+fte. Achieving to PSI target and stretch. Leading a team of 11 team managers and 8 coaches. Recognising key opportunities to increase performance, PCA, EDCSM, revenue and customer loyalty. Creating reward and recognition programmes. Creating succession planning and improving training and career development, in order to reduce staff attrition. Creating workshops for both training and culture improvement. Recruiting and facilitating an in line training team. Review/ design and delivery of training for consumer / select and retention. Introducing data champions and data training. Developing and implementing the management development programme, delivering modules in person. Taking the call centre from achieving 6 calls per hour to 11 calls per hour in 4 months. Reducing sickness by 6% Reducing attrition by 5 people per month. Setting up the communication channel within Consumer and CRT. Building and maintaining relationships with marketing, planning, outsource business, training (S & Q). Member Service Manager Customer Retention Key responsibilities – To lead a team of 180+ advisor to actively protect customer base. Leading the retention team to deliver against targets (operational & revenue based) Increase loyalty and generate revenue through introducing sales through service and Value add sales. Managing a team of 9 team managers, 7 coaches and 180 on line retention & service sales consultants. Recognising key opportunities to increase revenue, creating campaigns for both inbound and outbound operation. Setting key measurements for success, following key performance indicators. Creating reward and recognition programmes. Creating succession planning and improving training and career development, in order to reduce staff attrition. Developing a “Can Do” culture. Gaining and maintaining a “Centre of Excellence”. Show less

Head of Learning and Development

• 2000 - 2003

Head of Training and Coaching 02 Call Centre Preston Brook Jan 2003 – Nov 2003 Managing a team of trainers to deliver induction and bespoke courses to a call centre of 1500 advisors. Design and delivery of products and services training Design and delivery of team building Design and delivery of Management development and Coaching development Providing strategy to develop and improve customer focus and internal culture Providing an NVQ programme and gaining sponsorship for learning. Providing strategic focus and 90day planning to deliver objectives Provide quality coaching and feedback Design and implement 90 day coaching plan and strategic focus for objective delivery. Creating reward and recognition programmes. Creating succession planning and improving training and career development, in order to reduce staff attrition. Achieving 3% sickness Achieving 2% attrition Working with recruitment group to design recruitment model for success criteria. Show less