Andy Ball Email & Phone Number

Ossett, GB

• Returned to my previous role, as Head of Continuous Improvement and Quality, I have accountability for delivery of cross functional data-led initiatives that improve the Customer Experience and Operations. Manage the.
• End to end delivery of Continuous Improvement Management across of portfolio of 24 clients and over 12K front line operational team members, both on and offshore.
• Led improvement intervention activity on Multi clients through the year, identifying opportunities to improve the Customer Solutions process to address commercial challenge delivering C. £2 Million benefit to date.
• Led a Yellow Belt project to deliver training across front line operations to improve understanding of LSS and improve on the ground problem solving and structured thinking.
• Introduced Rapid Scan approach into Capita, utilised approach to identify and quantify improvement opportunities across multiple accounts. This enabled targeted improvement activity to be launched.

Global

• As Associate Director for Analytic Consulting, I am I have accountability for delivery of cross functional data-led initiatives that improve the Customer Experience and Operations. Leading a global team to deliver the.
• Maintain and grow revenue of programs: responsibility for profitability including revenue, margins, billing, seat utilisation.
• Led improvement intervention activity on Multi clients through the year, identifying opportunities to improve the Customer Solutions process to address commercial challenge.
• Ensure program has proficient training, staff development and effective employee relation / recognition programs.
• Oversee client relationships; facilitate open communications, understand client perspective & expectations, monitor client satisfaction.

• As Head of Continuous Improvement and Quality, I have accountability for delivery of cross functional data-led initiatives that improve the Customer Experience and Operations. Manage the application of proven.
• End to end delivery of Continuous Improvement Management across of portfolio of 24 clients and over 12K front line operational team members, both on and offshore.
• Led improvement intervention activity on Multi clients through the year, identifying opportunities to improve the Customer Solutions process to address commercial challenge delivering C. £2 Million benefit to date.
• Led a Yellow Belt project to deliver training across front line operations to improve understanding of LSS and improve on the ground problem solving and structured thinking.
• Introduced Rapid Scan approach into Capita, utilised approach to identify and quantify improvement opportunities across multiple accounts. This enabled targeted improvement activity to be launched.

Sheffield, United Kingdom

• I was accountable for owning development of the Customer Experience Strategy across Virgin media Business. Leading a team to deliver the customer experience strategy and journey blueprints, translating into journey.
• Translated the Business North Star objective of improving NPS from -10 at the end of 2017 to +25 by end of 2019, into an actionable strategy that was then cascaded across the Business.
• Created a customer-centric culture across the business, through embedding CX and CI working practices to the wider business to obtain ownership and adoption of customer focussed methodologies.
• Lead a cross functional team across the Faults Customer Journey, as this was identified as the largest opportunity to enable successful deliver of the objective. o NPS score prior to the project was -90.o Influenced.

Business process owner for Meter to Cash. I am responsible for the process design, implementation and maintenance of an end-to-end customer journey. With significant financial and customer outcomes. Key accountabilities are; Responsible for scope, specification, process design and maintenance of e2e consolidated view of one of the four main customer.

• As Business Improvement Manager, my role was to operate as a Master Black Belt, working directly with Executives and Senior Managers to build cultural change with business functions. Lead the top priority.
• Upskill and train across the business in Lean Methodology.o ~80 people trained at Yellow Belt levelo ~20 people trained at Green Belt levelo Multiple projects, delivered through utilisation of Lean and Six Sigma.

• As a Senior Lean Leader, I am responsible for the creation and delivery of business cases, stakeholder management at executive and senior manager level. Building, shaping and implementing delivery through Leading a.
• Objective is to improve the customer satisfaction ratings across Claims Operations by 40%, the approach being taken utilises a DMAIC methodology, spanning across ~3000 operational people directly engaging with customer.