Conducting face to face selection exercises including role play assessments, scenario based interviews, competency based interviews & candidate feedback for operational team leaders and customer service assistants.

Conducting online virtual assessment centres for candidates hoping to be employed by Sky (contact centres, retail shops and stands). These include: strength based interviews, role play and decision making exercises.Facilitating open days at Sky office locations around the UK. Conducting face to face selection interviews and assessing candidates suitability to attend virtual assessments.

Led the response of the T3/T5 Heathrow Customer team to the COVID-19 pandemic downsizing and re-building the operation, resources and facilities in response to unprecedented tactical changes to the network flying programme and regulatory safety protocols changes introduced at short notice and subject to external audit by the HSE.Led 2000 Customer Experience Team members across T5 and T3 to achieve NPS, on-time performance, ancillary revenue, safety/security compliance metrics introducing tactical/strategic measures to drive improvements.Delivered T5 daily landside resource model in compliance with industrial agreement.Line manager for 10 Senior Customer Experience Managers, Global Premium & Accessibility Managers – agreeing personal objectives to deliver departmental objectives, managing performance against operational targets.Facilitated employee engagement channels - face to face and Teams forums held with Customer Experience Managers and colleagues throughout the COVID pandemic to explain the business and operational impact. Supported team members whilst the flying schedule was reduced and the JRS furlough scheme was implemented. Adapted all T5 customer and colleague touchpoints to comply with government/HSE requirements.Developed Customer Experience business plan in collaboration with Ground Product and Service Integration teams aligned to the corporate plan to achieve CSAT scores at customer touchpoints and drive NPS improvements.Built collaborative relationships with Heathrow service partners to deliver operational improvements. External partners included: Heathrow Airport Ltd, UK Border Force, other airlines senior leaders, Arora Hotel GroupDelivered 2021/22 ancillary revenue targets (T5/T3) through targeted promotions in conjunction with commercial & finance business partners achieving +250% increase in forecasted incremental revenue as part of post-Pandemic build back programme.

Led 300 flight crew based across 4 UK bases to achieve on-time performance / customer satisfaction and safety metrics measured by the corporate punctuality, NPS and safety management systems.Member of Crisis Management Centre – flight operations representative supporting the recovery of the flying programme following major disruption incidents inc. volcanic ash (2010), flooding of Gatwick Airport (Christmas Eve 2013), Tunisian terrorist attack (2015), withdrawal from Sharm el-Sheik following terrorist attack on Metrojet flight. (2015), LGW drone event (2018).Member of Flight Operations negotiating team – implemented changes to working practices and legacy rostering agreements in response to the financial crisis including the introduction of new pilot remuneration scales.Worked with BALPA in response to the financial and economic crisis, to deliver headcount savings (combination of voluntary/compulsory measures). Incorporated Age Legislation mitigation agreed collaboratively between the company and BALPA.Worked collaboratively with BALPA on a wide range of employee relations matters – chaired monthly business meetings to review and update collective agreements with the aim of delivering improved business efficiencies and improving lifestyle preferences.Direct line manager for 300 Pilots based across 4 UK airport locations – managed conduct, capability and performance shortfalls using company employment policies and provided welfare and support to flight crew.Collaborated closely with Flight Operations Fleet & Training Managers, Resource Planning teams, on the day crewing team, central and base operational teams and risk, safety and compliance teams. Worked alongside BALPA to agree the terms of reference for the re-formed Command Review Board (flight crew) to decide First Officers command suitability.Drafted Pilot Peer Intervention Scheme protocols for TUI pilots.

Chair of cabin crew employee relations business meetings – representing 10,000 colleagues – negotiated changes to the collective agreements to improve productivity (flying hours) and update on-board service routines.Revised long haul on-board supervisory crew compliments - negotiated changes to onboard supervisory crew with cabin crew trade union partners, to increase productivity, simplify service routines and achieve cost savings. Performance managed 16 Customer Service Managers / 12 Cabin Crew Managers - agreed KPI’s / capability development plans, completed monthly / mid-term / annual performance reviews, completed calibration exercises across the community to achieve a balanced pay award distribution.Supported the restructure of the onboard manager role – recruited 110 on-board managers and supported a 9-month leadership development programme emphasising the importance of delivering excellence on board, demonstrating effective leadership skills and driving proactive engagement with the business.

Based at Heathrow - Responsible for managing the manpower and equipment resource planning cycle affecting 5,500 employees. Created Attendance Unit to consistently administer the application of a revised Company attendance policy across all Heathrow ground staff.

Based at Heathrow - Managing the day to day operation of the British Airways Sales and Reservations locations across 4 Heathrow terminals totalling 300 staff, generating £40m revenue p.a. Extensive exposure to managing unplanned operational disruption (eg. 9/11, weather disruption, etc). Led the migration of the Sales& Reservations locations onto Amadeus reservations platform.

Based in Ruislip, Middlesex managing 100 operational staff, working variation of 24 hour shifts and equipment valued at £5m supported by third party contractors to deliver Company revenue valuations.

Based at Heathrow, following a departmental restructure, I co-developed and delivered a leadership programme for newly appointed managers to equip them with the skills and capabilities required to deliver the new business priorities focussing on interpersonal and behavioural skills in addition to technical abilities.

Based at Heathrow, led a team of staff who were responsible for calculating and clearing customer refund applications to achieve a 3 day turnaround deadline.