Ash Depledge-Kittle Email & Phone Number

Leeds, England, United Kingdom

Kent, England, United Kingdom

A 16-week assignment to provide IC24 with the assurance, driving force and recommendations enabling the recovery of access performance for the NHS111 contracted held. SUCCESS !An extended scope to highlight gaps and opportunities within BAU activities, recomendations to be made, and, wherever possible, quick implementation.Particuilar areas of focus:Exec GuidancePlanning (Forecast & Capacity)MI/BIData FlowWFMTelephonyRecruitment & Onboarding

London Area, United Kingdom

Over a 6-week period commissioned to complete a high-level current state assessment of the Integrated Urgent & Emergency Care (IUEC) directorate of London Ambulance Service (LAS). Leading to recommendations on a new Target Operating Model (TOM) and paying particular focus on: BrandCrisisKPIsMeeting GovernanceDataTechnology & Tools (WFM, Telephony, Management Tools)CompetenciesWays of WorkingPlanning (Forecasting, Scheduling, Real-Time & MI/BI Reporting)Approach to Change

Overall accountability for the 119 Testing Contact Centre on behalf of DHSC, this is in response to the Covid-19 outbreak. Managed the full ramp up from zero to Circa 3.5k headcount within a 6 month period.

Considering the initial planning for IUC / NHS111 response to the Covid-19 outbreak

Swindon, England, United Kingdom

Framework design and implementation for the long and short term planning of technical resources to be deployed on various differing digitally enabled customer journeys.

Deep analysis and forward planning for the merging of various services within IUC (Integrated Urgent Care).Produced a 5 year end to end plan reflecting cost savings and a better patient experience

Leeds, England, United Kingdom

Head of Integrated planning for NHS111, establishing the processes and working mechanisms for the entailment of a combined view and guidance of the 14+ individual NHS111 providers across the country

Swindon, England, United Kingdom

Revisit to Thames Water to implement previously designed organisation structure within the the 'Waste Water' contact centre. Making required bespoke adjustments to ensure fit for purpose

Stoke-On-Trent, England, United Kingdom

Department re-design and implementation, budget model creation to support 2 year planning

Reading, England, United Kingdom

Re-organisation design and implementation within the Thames Water Contact Centre, focusing on billing & general enquiries elements

Design of PMO (Portfolio Management Office) structural & interaction mapping for governance and gateway mangement

Big 6 Energy Supplier – Transformation Manager for the Commercial, Performance and Planning functionality. Driving initiatives to reduce headcount and capex; and, improve customer service through implementing efficiencies and/or adopting better ways of working. Analysis on customer behaviour to understand, then reduce or appropriately redirect contact where required. Mapping of internal employee management methodologies to highlight broken processes; fix or redesign as required, as well as ensuring the right tools such as robust relevant management information is created to promote continuous improvement and/or ongoing effective management of staff. Redesign of the quarterly budget process for capacity planning of the contact centres; building a framework to ensure all resource drivers are considered to inform the most accurate forecasts. Create a cycle to provide the planning team with all information on future events such as benefits initiatives, company strategy and industry changes such as regulatory change and Smart meter roll out that will alter interactions with customers and in turn resource requirements.

Big 6 Energy Supplier – Project management of the official response on behalf of the client to the Completion and Markets Authority (CMA) due to the investigation into the supply and acquisition of energy. Implementation of a governance framework to ensure accuracy of all submissions. Designed and implemented processes to ensure written responses to the CMA reflected factual content and the company’s best recommendations; considering multiple SME and legal input together with the appropriate level of sign off. Accountable for the validation, accuracy and integrity of all data submissions.

Various

.• Ascertaining working practices, operating models & change requirements to conceive a migration plan, delivery plan & budget.• Mapping out customer journeys, interactions & internal processes to determine requirements.• Designing & implementing a multiple key driver & inputs to identify cost per customer interaction & product function.• Presenting findings to the executive team, making cost & pricing strategy recommendations.• Assaying the operation model to identify process failure concerns, inefficiencies, duplication & unsatisfactory service.• Facilitating workshops to present proposed product & service changes.• Mapping out touch points, identifying interactions & determining requirements.• Making suggestions to pinpoint service drivers & assumptions, integrating new services in to the operating model.• Analysing effectiveness with overlaid services, determining restructure functions to optimise the model.• Implementing processes to validate model assumptions, refresh modelling & assign assumption owners.• Writing project briefs, outlining the new operating model & consolidating 8 function project plans in to 1 programme plan. • Submitting progression reports to the executive team & addressing issues.• Creating (PMO) functionality to enable progress, issue & risk reporting.• Acting as an expert at board meetings; presenting recommendations & imparting advice to enable improved decision making.• Managing the planning team re-design project, considering & reviewing functions to introduce cost saving initiatives.• Undertaking current state analysis to determine planning area tasks, processes & assigned responsibilities required, not required or in need of alteration.• Producing cross-functional swim lane process maps, demonstrating inter-company reliance & RACI.• Generating user & system requirement documentation, outlining ICT specifications.• Establishing functional headcounts, drafting job descriptions & profiles under the revised structure.

Wakefield, United Kingdom

• Managing the forecasting, scheduling and analysis work requirements for a team of 35, ensuring effective implementation of circa 2,000 end users.• Determining and embedding an effective new planning structure, clearly defining individual roles and responsibilities and ensuring they are fit for purpose and fully understood.• Initiating and leading the review and revitalisation process, identifying key areas to improve efficiency and vastly improve accuracy.• Securing agreement for all interdepartmental related processes and obtaining necessary buy in and sign-off.• Process re-designs in order to create forecast and capacity plans; including long-term (rolling 15 months), medium-term (rolling 12 weeks), short-term (rolling 2 weeks) and real time (actual day) projections.• Working as the project sponsor on an initiative to re-align agents’ shifts to meet service demand; negotiating with the unions to ensure the best possible outcome was achieved for the staff and service.• Providing essential support to the chief operating officer during discussions for tender opportunities and negotiations with commissioners for existing accountants.• Attending regular update meetings with the executive team and board members, providing project direction and planning workstream updates.• Spearheading capacity and budget planning for the Department of Health’s 111 service pilot scheme, attending high-level presentations to fully understand the scope, methodology and service assumptions to accurately calculate required funding for the pilot scheme.• Implementing required planning for the 111 pilot contact centre service, considering and effectively managing numerous variables and multiple inputs to ensure seamless launch of the pilots.• Recruiting, training and developing new staff to fulfil all departmental roles, including recruitment of the substantive candidate to take over at the end of the interim management period.

Wakefield, United Kingdom

• Successfully lead a planning team on behalf of the National Pandemic Flu Service to react to a crisis for the Department of Health.• Creation of internal and external surveillance techniques and processes to determine workforce and system capacity requirements.• Outsourcer relationship and performance management.• Sourcing and scheduling the workforce to deliver the service.• Workforce procurement strategy.

• Defining the MI framework & delivering new solutions, whilst maintaining BAU production.• Chairing the daily KPI review meeting, focusing on previous day’s sales & telephony performance, as well as projected performance for the current day/week. • Gaining an understanding of, & the reasons behind all results (good and poor) to understand & delegate actions to gain greater future results.• Leading a team to provide in-depth analysis of various call centre elements, making recommendations for positive improvement.• Managing & developing the planning team.• Implementing Totalview, a work force management system from IEX, covering aspects such as the plan, UAT, system configuration & training.• Implementing Numero solution (white/e-mail management system).• Reporting on processes to support all reporting of all call centre workings, covering advisor to board level in various different media types.• Acting as the lead to train & coach managers in the effective use of the MI tool, together with the associated methodologies for effective performance management of individuals.• Designing & building various data capture tools to further streamline processes &/or improve customer service.• Acting as the employee representative throughout period of consultation.• Implementing the ‘Great Place to Work’ initiative.• Monitoring & managing budgetary controls.

Various

• Coordinating 4 sites working practices for the general sales, unsecured personal loan & general insurance products of the call centres.• Aligning all business & management processes across the sites.• Implementing processes to ensure optimal customer service is achieved, whilst promoting a sales-through-service culture.• Ensuring best & consistent performance management strategies adopted by all sites (over 600FTE) to drive continuous improvement.• Defining SMART measures for each product area, providing a template for managers to work from.• Defining & measuring KPIs for staff at all levels.• Performing target desegregation, involving negotiation & persuasion.• Designing & implementing the advisor/manager incentive scheme.• Designing & monitoring sales funnels to drive performance & influence strategy for greater results.• Analysing performance & presenting recommendations to ensure the business moves in a positive direction.• Overseeing campaign design & management to drive performance.• Leading the delivery of differential performance methodologies across the sites.• Liaising with marketing to understand historical & future impacts to the business.• Managing relationships with all internal stakeholders such as underwriting, HR & compliance.• Adopting overall accountability for the design, collation & production of accurate & timely MI at all levels for the virtual call centres.• Rolling out a multi-site, multi-product tracking & analysis tool.• Acting a lead player in the planning team efficiency initiative project, as a result managing to reduce headcount by over 50% with no visual impact to the business or key stakeholders.

• Adopting overall accountability & responsibility for delivering service level across a multi-skilled call centre environment consisting of approximately 500 FTE across 5 sites• Managing 5 Real Time Analysts (RTA) across the 5 sites, including delegation & allocation of workloads• Creating, developing & mapping processes for the implementation & continuous support of a WFM tool & to ensure consistency across the sites• Providing real time analysis for the business offering real time solutions &/or improvements• Implementing automated processes to ensure effective time usage

• Managing a team of mortgage advisors, including training, coaching & continuous development.• Ensuring team & centre sales targets were met and exceeded.• Completing one-to-ones & advisor coaching sessions.• PDP & PIP design, implementation and management.• Holding disciplinary hearings for both performance & sickness.• Designing & implementing sales campaigns to ensure greatest motivational impact is achieved & maintained.• Ensuring all compliance regulations are adhered.• Handling customer complaints.• Identifying & implementing better ways of working to benefit the business. • Liaising with marketing to ensure common understanding of strategy is gained & goals are met.• Supporting & providing technical coaching to senior management.

• Implementing, developing & running forecasting & resource models across a multi-skilled operation.• Ensuring accurate, timely and consistent production of all historic and real-time MI.• Managing a team of technical analysts supporting MI production & analysis, resource planning, campaign planning, risk management assessment.• Making recommendations to senior management to improve all operational processes.• Providing technical project support & acting as operations subject expert.