Adam Quesne Email and Phone Number

Working to a hybrid scrum / SAFe agile methodology I maintained a prioritised backlog for operational products which sit on an in-house platform, overseeing the development of two major products through the product development lifecycle. I have set a clear vision for the products, worked very effectively with all stakeholders to develop a backlog of user stories which are prioritised and refined in readiness for a steady stream of work for developers and testers. An ongoing process of capturing and prioritising user feedback keeps the backlog fresh and ongoing for continuous improvement, and helps ensure the team's focus remained on delivering value throughout the product lifecycle.I am embedded within the development team, but also work very closely with the business stakeholders to ensure my understanding of the product requirements is sound, and that I am able to act as a subject matter expert. I have worked with the team from business case to discovery and then through alpha, private and public beta stages. My current products are used across 150+ ports in the UK by 12,000 officers.The user requirements which I work to deliver for my products include the Management Information (MI) aspects, where we typically use PowerBI and databricks to provide management with crucial trend and volume analysis to inform decision-making. The systems are built on cloud-based services which provide a high level of business continuity and resilience. I work closely with our technical architects and platform team to ensure functional and non-functional requirements are delivered to a high standard befitting the business-critical nature of the product.

Delivering digital transformation which makes life easier for customers and colleagues, and delivers significant financial savings. Using agile methodology as product owner for digital channel development delivering user-centred design and significant financial savings. Deliverables include: developing an in-house Voice of Customer system aligned to Quality assurance and coaching; digital by default waste & environment services; channel shift in revs & bens

Implemented a user-centred approach to web content development, bringing in a team consisting of user researchers, content designers and front-end developersWorked across teams to introduce multiple digital and operational developments in response to the pandemic, introducing new forms and operational teams from scratch in six weeks on more than one occasionIntroduced and embedded a coaching culture across the contact centre to lead and empower high performing teams, building on an agreed target operating model to ensure a joined-up and sustainable approachRestructured contact centre teams to reflect changing priorities and the move to more complex queries and wider customer circles of need – involving grade changes, multi-skilling, and aligning knowledge basesAchievements:• Delivered over £0.5m staff savings over two years, reducing FTE by 20 with minimum disruption, and no trade union issues• Channel shift of over 60%, whilst delivering increased CX and savings• Generating £50k annual savings through a Voice of the Customer (VoC) programme

Created a strong, centralised web publishing team to improve the quality and consistency of the website, with standardised protocols and proceduresDeveloped a network of digital champions across the council as both a sounding board for corporate initiatives, and a point of reference for individual service areasImplemented live web chat and pulled together a digital operational team to handle web enquiries and assist in keeping users on our websiteFocused web content on customer needs rather than service needs, with web content changes being driven by users rather than servicesKey achievements:• Centralised web publishing from 200+ to 20 web publishers• Transformed website from 1 to 4 (out of 4) stars (SOCITM) through a user-centred approach• Achieved very high CSAT for digital channels• Transformational channel shift strategy developed and agreed

Developed a balanced scorecard approach to performance management, raising the profile of customer contact and also the accountabilityDeveloped a strong partner relationship function to support process management and improvementDeveloped and implemented a customer-centric culture change programme, council-wide, to focus staff on the customer and putting the customer at the heart of all we doDeveloped an organisation-wide customer access strategy which directed the council’s customer approach for the next five yearsImplemented infrastructure and support systems within customer services to deliver customer service excellence.Key achievements:.• Implemented a knowledgebase to replace multiple manual files and poor practice• Increased performance focus, including improved customer satisfaction• Balanced scorecard introduced to increase accountability and ability to monitor progress• State of the art 250 seat contact centre developed.• Significantly improved call answer rates - 54% to 92%.• Vastly improved customer satisfaction - 56% to 72%.