As a trusted operator endorsed by the UK government, Concordia plays a vital role in the seasonal labour landscape of the agriculture and horticulture sectors. I lead a dynamic team of 12, collaborating with 130 UK farms and 9 international recruitment agencies to uphold ethical and fair recruitment practices for over 8,000 seasonal workers.In my first year, I've achieved:- Delivered engaging presentations at industry conferences for our agents and growers- Completed 9 overseas audits, visiting our agents in Lithuania, Georgia, Moldova, Bulgaria, and Romania- Enhanced operational efficiency by implementing IT improvements, multi-skilling team members, and refining existing processes while introducing new ones.- Developed workflow diagrams to pinpoint gaps in processes and implemented enhancements accordingly.I am passionate about driving positive change in our industry while ensuring fair treatment and opportunity for all workers.

A member of the senior leadership team reporting directly to the CEO, I led all Customer facing teams which included team managers, account managers, data analysts and specialists within the operations, billing and customer service teams (40 staff). This role involved assisting the business to accelerate New Zealand’s low carbon transition through an outstanding customer experience. Customers included many of New Zealand’s largest commercial and industrial businesses and public sector organisations who relied on Simply Energy for their energy needs, sustainability advice and solutions. Key Achievements:• Project sponsor for implementing and establishing the business’ first NPS survey/results.• Implementing a multi skilling programme which has resulted in a 40% increase in task coverage and productivity.• A 55% increase in invoice efficiency with 95% of invoices being sent within the first 6 business days each month.• Coached and mentored team leaders to create an open, honest and psychologically safe culture -The Customer Care team won 5/6 company awards in FY22.• Led a people first strategy to focus on the mental health and wellbeing of our employees. The first step in this journey is the implementation of a wellbeing survey helping to signpost areas of concern and support available.

Reporting directly to the CEO, I led managers, operations staff and meter readers (190 staff) spread out across both the North and South Island of NZ to deliver business growth, operational excellence, and financial targets. I was responsible for providing inspirational leadership to the operational teams to foster a positive environment and exceed business objectives.Key Achievements:• Built and maintained positive external relationships with over 10 independent energy retailers and councils whilst implementing internal process improvements, system enhancements and KPI reporting.• Implemented improvements to both the system, front and back-office processes which led to an increase in meter reading attainment, accuracy, and efficiencies.• Created a training programme for new starters.

I led a team of twelve staff in the Billing & Data management team with a with a strong focus on multi-skilling across all front and back-office tasks. I collaborated with other business units to automate tasks within the billing team which led to greater accuracy, a higher service level and allowed team members to focus on more complex tasks.Key Achievements:• Creating learning and development plans for each team member – Three staff were successful in obtaining secondments in other areas.• Automated tasks of 3 FTE which enabled staff to assist other teams with backlogs and take on more ad-hoc tasks from the call centre.• Key role in creating measurable KPIs and reporting for all operations teams.• Increased engagement score within the team to 79% with particular focus on opportunity and development.

After excelling in previous roles, I was seconded into this position which managed day-to-day operations for back office teams including Billing, Payments, Switching & Metering. The teams combined consisted of approximately 50 team members and 4 team leaders who reported directly to me.Key Achievements:• Encouraged development through cross training between teams.• Product owner of the ‘Weekly & Fortnightly’ billing product which became available to customers as part of an acquisition and retention initiative.• Efficiency improvements were delivered through system and process changes totalling recurring annual OPEX savings of $200k.• Built strong relationships with suppliers including banks and payment providers which led to a reduction in costs and improved rates.• Held regular employee meetings to share success and recognise individual achievements which led to increased engagement and staff morale.• Effectively controlled costs and developed operating budgets.• Increased PCIDSS compliance by 5%.

Leading a team of ten in back-office roles, I ensured staff were motivated, engaged and that their performance lined up with the company’s strategy. I was responsible for the vetting, interviewing, and hiring of new team members.Key Achievements:• Coached and guided employees to ensure all were trained in processes and capable of performing assigned duties• Demonstrated knowledge of company's mission, purpose, goals, and the ability to help employees successfully achieve them• Improved production within the team to grow and exceed targets• Responsible for generating commercial customers invoices on time each month• Exceeded Key Performance Indicators to improve the accuracy and efficiency of monthly invoicing through system changes, improved team performance and improvement ideas• Halved the number of accounts on the company’s unbilled report within the 1st year• Developed and aided promotion for two team members to analyst roles within the company• Co-ordination across other departments to implement new products, processes and developments