Accountable for the creation and delivery of a Continuous Improvement Strategy across British Gas through the development and roll out of a Continuous improvement model, utilising industry strength root cause analysis to identify opportunities to transform the culture, deliver improved customer processes which result in improved customer outcomes and significantly reduced complaints volumes. • Established a Continuous Improvement Team which is focussed on delivering process… Show more Accountable for the creation and delivery of a Continuous Improvement Strategy across British Gas through the development and roll out of a Continuous improvement model, utilising industry strength root cause analysis to identify opportunities to transform the culture, deliver improved customer processes which result in improved customer outcomes and significantly reduced complaints volumes. • Established a Continuous Improvement Team which is focussed on delivering process improvement through building capability and delivering cultural change through identifying process improvement opportunities and delivering through coaching and developing operational leaders in various continuous improvement methods.• Support the Customer Directorate to ensure that improvements are identified, prioritised, and delivered at pace utilising a lean/agile methodology• Implemented a root cause analysis model across British Gas analysing all customer complaints, identifying systematic processes failures, and establishing governance to ensure identified issues were addressed through business change, operational leaders or continuous improvement Show less

Accountable for the leadership of both the Energy and Services complaints handling, social media, Executive complaints, and Ombudsman Teams (~1000 fte).Created and delivered a transformation change programme to review and transform the complaints management operation across British Gas delivering:• 30% improvement if first point of contact complaint resolution• Revised services complaint definition introduced, aligning to FCA’s complaint definition• Simple services… Show more Accountable for the leadership of both the Energy and Services complaints handling, social media, Executive complaints, and Ombudsman Teams (~1000 fte).Created and delivered a transformation change programme to review and transform the complaints management operation across British Gas delivering:• 30% improvement if first point of contact complaint resolution• Revised services complaint definition introduced, aligning to FCA’s complaint definition• Simple services complaints management successfully transferred to outsource suppliers• Redesigned and relaunched complaints web page, increasing digital channel adoption by 10%• Reduced the days to resolve in relation to Services complaints to 6 days (previously 60)• Outstanding complaints greater than 8 weeks below 400 Show less

Supporting organisations in the UK and abroad on various assignments to develop digitally led strategies through detailed reviews of current operational processes, multi-channel capability and culture, identifying opportunities to maximise digital adoption through the introduction of new technology such as AI, Biometrics, Chatbots and Video calls. delivering increased first point of contact resolution, revenue generation, people engagement and improved customer experience.

Accountable for the complaints management operations and complaints reduction for Homeserve UK.Leadership of multi-site complaints management operation. Relentless focus on complaint reduction through development and implementation of business wide Root Cause Analysis model utilizing continuous improvement and lean methodology to deliver process improvement and cost reduction

Accountable for the complaints operation, PPI, Remediation, and Bank Assurance teams across the Retail and Commercial Bank. In addition responsible for developing and delivering a new customer framework to support the brand re-launch of the Co-operative Bank, ensuring processes and measures are aligned to reflect the ethics and values of the brand.

Accountable for the complaints management operations and complaints reduction for the UK Retail and Business Bank. Leadership of multi-site complaints management operation (circa 600 FTE). Designed and implemented a new, customer centric, multi-channel digital led strategy to increase speed of resolution and increase Net Promotor Scores whilst reducing costs. Relentless focus on complaint reduction through continuous improvement and lean methodology.

Leadership of seven business units in the UK and India (circa 2000 FTE) - including Outbound, Business Banking telephony, On-line Banking Helpdesk, Retail Telephony India, Barclays Financial Planning Telephony Advice Team, Knowledge Management team and 24/7 operations. In addition Head of Sunderland Contact Centre. Successfully developed and implemented a channel migration strategy transferring customer demand from telephony to digital.

Accountable for the leadership and development of both the Premier and Business Banking Telephony Operations, working with senior stakeholders, developing and implementing a multi channel proposition to support and deliver ambitious acquisition plans.

A key member of the leadership team responsbile for establishing the first direct operation in Hamilton, Scotland. Involving high volume recruitment, training and embedding of the unique first direct values and culture across the Hamilton operation. Roles included Call Centre and Welcome Manager, Project Manager, Lending and Savings Manager, Head of Customer Relations and Customer Service Manager.