I understand the current base data, reporting & insight challenges from our partner teams within finance, HR and IT platforms teams/directors.Reviewing opportunities to automate and simplify current data and associated processes.Helping to design and implement future aspirations for data, insight and reporting with reference to; Skills, capability and output measures database in partnership with HR.Implementation of key data insights tool from Apptio. Member of the TBM Office.

I was repsonsible for the ownership and delivery of all commercial measures for all SME (Small & Medium Enterprises) core products and I was the key interface into the MIS team for all SME requirements. I personally owned the production of the SME trading dashboard, and I was accountable for defining all trading reporting in conjuction with the trading leads from SME. I proactively interrogated data from across all Enterprise core products, performing as needed deep dive analysis on drivers of product performance. In addition I captured and managed any ad-hoc queries, communicating any findings, however complex, in a simple and succinct fashion.I also supported the SME weekly trading review process by providing insight on volumes and drivers, addressing anomalies and providing further granularity when required. This provided clear, accurate, actionable information such that rapid decisions could be made to drive top and bottom line improvements.In addition to the above I proactively managed any ad-hoc requests for data/insight and matrix managed any MIS development needed within the wider team. Any changes were carefully considered to ensure they were consistent with best practice and could be repeatable if/as needed.Ultimately my role directly contributed to the success of SME and MIS team scorecards – as well as feeding into broader Enterprise reports issued to the city which will have had share price impacting consequences.

I was responsible for a small MIS reporting team who monitored Openreach L&Ds key metrics. This included budget management for off all external expenditure as well as MIS and Analytics of key business requirements, such as where money was spent, what did we focus our time on, how could we drive the quality of the training we delivered, how could we more effective and efficient with the delivery of our training. We used the latest tools and techniques to access the data we need which included, SQL, Access DBs, SP lists, standalone data sources, OBI interfaces, VB/VBA. We offered consulting on everything we reported and regularly reviewed with the business the current reporting insight, including how the learning interventions were being received across Openreach, in particular looking at sustaining and enhancing managerial and operational effectiveness through better understanding of the data available. Other responsibilities included:• Implementing operational excellence through effective stakeholder relationships with key external supplier and internal clients.• Being an integral part of the learning and development ecosystem for Openreach inputting into all stages of the learning cycle; Needs analysis, Design, Test/Pilot, Delivery, Evaluation, Reinforcement.• Providing timely programme and budget metrics and analysis, in order to drive business benefits from all key programmes.• being a member of a virtual pan BT Group team analysing the different tenders for the LMS replacement system as well as the technical functionality and processes of implementing the new. • Creating and executing continuous quality improvement processes to ensure Openreach employees receive the most effective and efficient learning experience. • Proactively partnering with senior Learning and Development managers to ensure training strategy is defined, prioritised and executed to support business objectives and demand.

I was the Quality Manager for Openreach Learning & Development Team. I was responsible for creating and executing continuous quality improvement processes to ensure the Openreach employees receive the most effective and efficient learning experience. Working with senior design and delivery managers to ensure the training strategy is defined and executed to enable operation to meet its business strategy.I also worked closely with external suppliers to develop and introduce inspirational solutions to ensure goals were exceeded.

I was responsible for designing, developing and delivering learning and development change programmes and processes aligned with BT Global Services Strategy, and managing a central support team. The learning & development programmes cover the entire BT Glocal Services products and propositions globally and are aimed at assisting the Account Management and Sales organisations within both BTGS and our internal partners (20,000+ sales people globally) set and achieve their business objectives. The team I managed supported the whole BT Global Services L&D function, by delivering support with regular repeatable tasks on a global basis.

Working directly with senior members of the Global Services senior management team, my role was to create, develop, implement and measure an inspiring communication strategy for the business unit. This included the creation and effective delivery of critical information via key communications campaigns, management and delivery of internal events (communications/speakers/logistics) and BTGS-wide news articles. All these activities supported the flow of messages and business critical information to the individuals, internal clients and key decision makers across BTGS. The ability to influence and manage a number of complex programmes at any one time was essential. I played a significant role in ensuring that everyone had a clear understanding of the purpose of the business unit and how each and every member had a part to play in driving the achievement of the business unit objectives, targets and ambitions.As an integral member of the senior management team, I engaged directly with key stakeholders ensuring that they each had a communications strategy that supported the delivery of their unit business initiatives. I worked in a professional consultancy capacity providing operational and technical support and guidance, in the production, planning, integration and delivery of messages as required. These messages were delivered personally, via the team that I managed or via the matrix team of communications contacts that I lead throughout the business unit.I carefully monitored the value of all projects delivered and regular sought feedback through a variety of methods. I continually reviewed the effectiveness of all activities to ensure continual customer and internal client satisfaction and regularly reviewed and enhanced business plans as appropriate.

This was a high profile management role that supported the Head of Business Processes and Planning in providing a ”platinum service” to the unit President. Managing a team of 12 people, I delivered a wide and diverse variety of business improvement initiatives and in-life activities that supported the business objectives. One of my most significant responsibilities was the ownership and development of a tactical sales tool that supported £120m of ‘Change Control’ business. This business improvement initiative delivered an online real time solution which cut order processing time by 6 days, thus driving increased business efficiency and customer satisfaction. During this time I also owned the high level customer complaints escalation process.Other responsibilities of the role included, Cost Management, Tactical Applications and Systems Development, Customer Data Management, Pay Plan Administration, Training & Development, People Satisfaction, and Reward & Recognition. I also lead for CS on all matters concerning Health, Safety and Security issues, and also represented the business unit at Business Excellence, Intranet strategy and Quality forums. Other activities that I performed on behalf of the unit were the delivery of major programmes to meet business objectives/targets and to reduce costs. This involved interfacing with the Finance department regarding quarterly budget forecasting, financial management of operational budgets, and the monitoring of expenses amongst other efficiency challenges. My team also managed in house assets such as vehicles, IT and Mobile Communications including the interface and negotiation with all key suppliers, e.g. Fleet, O2, BT Mobile and other external agencies, regarding costs, process and SLAs.