Role and responsibilities I started at Mosca in September 2016 as Assistant Office Manager, before my title was changed to Administration Manager in 2019. My day to day duties include providing IT support for all internal and external staff in the UK and Finland, managing company mobile phone contracts, providing daily and monthly KPI reporting to the management team and the wider business and creating and updating all company documentation and works instructions. I also co-manage the company’s annual IT budget, and supplier relationships with IT and software companies in conjunction with the IT, Finance and Operations Director. Special projectIn 2017, I project-managed the closure of ‘Mosca Direct Finland Oy’ and subsequent opening of ‘Mosca Direct Ltd Finland Branch’. This involved regular liaison with colleagues from our Parent company (Mosca GmbH in Germany), Finnish lawyers, IT and insurance companies, and setting up new supplier relationships for our new office premises in Finland and new off-site storage warehouse. I made a visit to Helsinki in September 2017 to finalise these arrangements and was responsible for keeping all relevant parties updated regarding the progress of the project. The final stages of this project were completed in 2019 with the implementation of new software for stock, engineering management and order processing for Finland Branch.Courses completed:Excel 2016 Intermediate LevelTeam Development and Leadership (CPD Certification)Fire Safety trainingExcel 2016 Advanced LevelMachinery Safety training Mosca Internal Telecare Training (At Mosca HQ in Germany)

Creating Boots’ CSC social media team involved recruiting and training team members, and developing the foundations of a new team; writing role profiles, training documentation, policies and learning best practices from other retailers. I led the development and implementation of a brand new piece of software (Salesforce Radian6 Social Studio) into the CSC in collaboration with the social marketing team. This involved regular meetings with Salesforce, to scope how the new social team would need to use the new software, so that we could optimise and bespoke it for use within Boots. I was later involved in the project to integrate Boots' existing CRM system with our Social Studio software, to provide a more optimised way of working for my team, as well as ensuring more accurate contact logging. This involved scoping functional and non functional requirements and working to tight deadlines in collaboration with Boots IT.I worked with Boots' MI team to scope and set up reports and dashboards to monitor KPIs and adapted the quality monitoring software to evaluate social media contacts, thereby ensuring the highest level of quality for Boots’ social customers.Day to day, my role involved the leadership of a team of 14 advisors who dealt with queries and complaints from Boots customers via social media and live chat channels. I managed the performance of my team, provided one-to-ones, monitoring, team meetings, feedback and development reviews. I also managed absence, conduct etc in accordance with company policies. I was responsible for giving weekly social media service and project updates to the wider leadership team and was accountable to various stakeholders for SLAs and adherence to social networking policies for my team.

Leading a team of up to 18 front line customer care advisors dealing with inbound queries and complaints from customers. I also led a large percentage of the company's home workers.Delivering operational KPIs and managing company SLAs on a daily basis, in conjunction with the wider leadership team.Managing the day to day performance of my team, providing regular one-to-ones, coaching sessions, quality monitoring, team meetings and performance development reviews. Producing reports and statistics for my team's monthly reviews.Managing absence and conduct in accordance with company policy, and liaising regularly with occupational health and advice centres regarding staff issues.Interviewing potential new recruits and signing off training material for the department.Overseeing multiple customer contact channels, such as telephony, e-mail and live chat. I was also heavily involved in the deployment and leadership of the live chat project, which was landed in October 2013 as a brand new contact channel for Boots' customers. This involved liaising with the website team (Boots.com), the software provier (Synthetix) and the 35 agents who were initially trained on the system.

Leading the customer service, administration and claim validation teams in a busy company administering a government-funded milk scheme. Recruiting and training new members of staff in all departments, with varying levels of prior experience, ranging from young apprentices to supervisory level staff.Monitoring the day to day performance of up to 20 members of staff; providing regular performance reviews, team meetings, motivation, coaching sessions, training and one-to-ones. Developing and implementing new processes and procedures for use in the office, warehouses and the wider company to help streamline activity, reduce overheads and to quickly adapt to change within the industry.Working closely with the company directors and with our six warehouse managers to ensure the efficient ordering, picking and delivery of goods.Regularly liaising with third party companies, suppliers and other organisations to ensure the smooth running of day to day activities, facilities and projects.

I was in charge of setting up new customer accounts and ensuring all changes of order and customer details were dealt with in a timely manner and with the highest level of accuracy. This role required regular liaison with the Department of Health and Ofsted, to ensure that milk claims were accurate.This role was based in the company's primary warehouse, and also involved supporting the distribution manager to produce order sheets for the pickers and drivers, as well as adhering to a higher level of health and safety awareness.Drivers reported in to me daily when they had completed their rounds to make me aware of any issues or incomplete drops. I was promoted to Office Manager in June 2011, having worked at Scotts for 9 months after finishing university.