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 application of proven methodologies (e.g., Lean 6-Sigma), existing and new technologies and frameworks (QMF) to meet existing contractual commitments. Delivering improvements through leading and developing a team of Black, Green and Yellow Belts, across multiple clients covering over 12K FTE.• 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 contractual commitments. Taking daily responsibility for KPIs, P & L, relationship with the clients and main internal stakeholders.Key accountabilities:• 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 methodologies (e.g., Lean 6-Sigma), existing and new technologies and frameworks (QMF) to meet existing contractual commitments. Delivering improvements through leading and developing a team of Black, Green and Yellow Belts, across multiple clients covering over 12K FTE.Key Deliverables:• 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 design solutions in order to deliver the NPS ambitions.Key Deliverables: • 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 leaders to buy in to improving customer experience.o Lead a cross functional team to develop actionable improvement opportunities focusing on the customer.o NPS score improved to -10 NPS by June19, target of 0 NPS score by year end was agreed, a plan was implemented with agreed ownership for delivery.

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 journeys. Working with customer triage and journey sponsor to translate customer insight in to the design of the process to enhance the customer experience Lead the strategy and definition of a clear statement of journey scope, purpose, objectives and measures, providing direction to the process lead to implement. Manage the journey budget

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 transformation within British Gas Business – to improve the Customer Journey from ‘point of Sale to payment of the 1st bill’.Key Deliverables to dateIncreased the number of customers coming on supply from 75% to 99% - this has driven a top line benefit of ~£6 million, through improving the end-to-end journey. This was achieved through leading a team utilising Lean methodology to enhance system capability as well as elimination of process waste.• 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 methodology through the year, with benefits in excess of £3 million being delivered.

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 team of Black belts and Green Belts.Projects delivered are.Enhancing customer experience across front line operations• 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 as well as external and internal suppliers.The project will move the claims operations from middle of the insurance industry with regards to customer satisfaction to market leading. The transformation is currently underway, and on track to deliver as per