Ben Rogers Email and Phone Number

A member of the Credit Senior Leadership Team, I am currently the Head of Digital Strategy & Experimentation for NewDay Cards Ltd - one of the leading providers of consumer credit in the Financial Services Industry in the UK. In this position, I lead on our Digital and Communication channel strategies by which to support customers across their journeys within the Credit vertical.Having built a pioneering self-service proposition across our digital estate - an area in which we continue to optimise after delivering >£40m of value - our focus has now turned to introducing tailored, bespoke journeys for customers based on behaviour and need. This extends across our outbound contact strategies - which utilise a combination of email, SMS messaging, WhatsApp, Push Notifications and dialling - as well as our Digital Messaging and ChatBot space.

In this Senior Leadership role, my team and I were responsible for leading on the overarching Digital Collections strategy for Arrears Management, with the goal of being the global leader in offering completely digitised solutions to customers in financial difficulty, and throughout the end to end Arrears journey, including strategy for our customers in overlimit and the early-intervention space.By the middle of 2022, we had built an entirely digital - and industry pioneering - self-service toolkit by which to support customers across delinquency, from Overlimit and Past-Due all the way through to Charge Off, and without the need for any manual or agent interaction.Delivering over £40m of impairment and cost benefit, customers are now able to self-serve across our digital estate - including our online portal and Mobile App - for all our own and partner brands. These tools are supported by an advanced, asynchronous Digital Messaging / Chat channel that leverages machine learning to deliver excellent customer service within a channel that is 3x more efficient than its voice equivalent.

As a Senior Product Owner within our Digital Servicing department, I was responsible for ensuring our development teams delivered against a 3 year, c£30m business case.This included the implementation of new features across the WebApp and Mobile App for the entire portfolio of NewDay's Own and Co-Branded card business, as well as ensuring the continued stability and availability of the platform to the c3m registered customers.

Reporting directly to the CEO, I was responsible for the leadership, guidance, vision and innovation of the Virgin Mobile UAE Customer Care department. Virgin Mobile UAE is a mobile app-only, start up telecom business introduced to disrupt the established, archaic monopoly of the UAE telecommunication industry. "We don’t just have an app, we are an app!"As a customer-first business, my team delivered industry leading service to our customers, with an Neilson surveyed NPS score of 45, and a product that delivers a 98% CSat score for its sign up journey. We were also been recognised by KPMG as one of the UAE’s top 10 businesses for CX, ranking alongside Emirates Airlines and above Uber!• Oversaw the development and creation of customer access channels ensuring that Virgin Mobile is at the leading edge of digital service delivery by utilising effective technology-based infrastructure into 2019 and beyond.• Developed the Operating Model for the Customer Care team.• Creation and management of the departmental P&L, including an OPEX budget of c10m AED (£2m).• Sourced, designed and deployed new technologies to support our Digital Messaging / Chat operation, service self-care channels and customer experience feedback mechanisms.• Key business lead for all Care-impacting product launches, including liaison with partner companies such as Apple and Netflix.• Operational ownership of all Service KPIs, including a Customer Care NPS score of >45.• Responsible for the sign off of all regulatory performance metrics within agreed governance framework and in partnership with our regulators - the TRA.

As Contact Centre Manager at Virgin Mobile UAE, I was responsible for overseeing, enhancing and optimising an award-winning Contact Centre of 40FTE during the start up and introduction of Virgin Mobile to the UAE market. As an exclusively digital product, our in-app visual IVR drives over 75% digital contact, and an In-Life NPS of >40, which allowed us to deliver deeper level engagement with customers from our target segments.

As Contact Centre Manager, I merged the traditional voice Contact Centre with my Digital Contact Operation, to form a Customer Contact Channel that was equipped for the migration of customers away from voice to a more digitally orientated world once our Online Account Management functionality was established across the base. Eventually, my operation spanned across a direct team of c120 FTE, including 12 Team Managers, and a further 80 FTE indirectly offshore. Within this role I also..• Created a true omni-channel environment, utilising skills matrixes to migrate employees skills across all our inbound contact channels – from traditional voice and email, to live chat and social media.• Responsible for an OPEX budget of c£3m.• Outsourced c10% of all basic, transactional voice contact to our office in Cape Town, South Africa through our partners in WNS.• Migrated a further 20% of basic voice contact to our partners in ResQ.• Oversaw the migration of traditional voice contact and our Online Account Management functionality to SAP, from our existing legacy systems.• Pioneered a Recruitment Process Outsourcing model, partnering with Brook Street to deliver constant, cyclical recruitment in order to backfill churn.

My role as Digital Contact Manager was created to build from scratch, npower Business’s first (non-voice) omni-channelled Contact Team, being ultimately responsible for the day-to-day performance delivery of the Digital Contact operational team of c30 FTE. By the end of my tenure - after the delivery of our Online Account Management (OAM) functionality which, in its first year significantly exceeded its forecasted transactional targets by 800% delivering over £6m of benefit - we had shifted c250,000 annual transactions online, away from traditional contact methods, improved our Bill to Actual KPI (c15% uplift) and drove an additional cash collected value of > £1.6million.My team and I also delivered ‘Live Chat’ for our customers signed up to OAM. a channel responsible for a segment Customer Satisfaction (CSat) score of 97%. We also implemented the @npowerbusiness twitter handle based on a strategic view of how business customers interact with their utility providers.

As the Digital (Managing Energy) Journey Lead, I led the ownership and delivery of npower businesses 3 year digital strategy and customer-centric ambitions with support from McKinsey and Company. As part of this, I was fully accountable for the delivery of £3m worth of digital improvements to support the wider SME business plan and the 3 year Customer Transformation Programme (CTP) benefit target of £18m.