Bridget Bewick Email & Phone Number

Bracknell, Gb

Abingdon-On-Thames, England, United Kingdom

Leadership of customer services multi channel customer teams and supporting experts Transformation of end to end customer experience throughout the company Strategic development of customer service to future proof delivery to become industry leading Develop service as a product

Reading Thames Valley, London City & Home Counties

Leadership of Digital Transformation IT Operations Help Desk services to improve experiences and reduce operational costs across the estate, supporting 8,000 colleagues and service partners with 24 / 7 servicesDeveloped self serve channels (inc using Virtual Assist), increased process automation and collaboration to reduce process handoffsDevised Strategy for Support Services including successfully implementing a new target operating model Extended new contact channels to encourage adoption of IT and Digital offerings with amazing feedbackImproved NPS by 15 points and increased First Time Fix Rates by 10%Significantly higher than Thames Water average scores for colleague engagement and survey participation despite reducing teams sizes and implementing new ways of workingContributed to Company Turnaround PlansWorked collaboratively with front line field and contact centre teams to deliver improved customer service, never forgetting that the customer is at the heart of everything we do to deliver life's essential service

Milton Keynes

Responsible for end to end customer service from finance application to asset recovery and end of contract processes, leading 300+ directly employed colleagues and a number of outsource support partners to deliver exceptional experiences for 1M UK customersLeadership of customer facing teams including New Business Application Processing, Underwriting, Customer Services, Customer Complaints and Collections & Recoveries with support teams of QA, Training, Operational Compliance, Small Change and Resource Planning through the COVID pandemic. This included the recovery and significant turnaround of services post lock down periods with regulatory oversightTransformed customer operations teams to become highly participative and engaged, developing colleagues to support transformation and digital change (increased use of SMS in Collections and Recoveries, Machine Learning in Underwriting, RPA in back office processing are some examples)Restructured the department to become more customer centric, requiring colleague behavioural change, support and training during cultural updateThe role enjoyed Financial Conduct Authority SMF-18 regime responsibilities

Oxfordshire

Member of the UK Board of Directors and World-wide Group Best Practice for After Sales OperationsDeveloped customer operating strategy to deliver significant improvements in customer service operations, customer facing channels and revenue that enhanced company profitability year on year. Improved customer satisfaction and NPS that was recognised through industry awards in both B2B and B2C marketsSustainable colleague satisfaction and engagement by creating an open and honest working environment and a genuine open door policy Leadership of 250+ FTEs including field based unionised engineers along side office based support colleagues, to inspire them to deliver a premium service from customer 'help' contact to job completion - the role included high levels of collaboration with spare parts logistics teamsFull P&L responsibility with contribution to sales targets through telephone and field channels, becoming second highest revenue channel generator in the UK during my tenureClient facing responsibility for third party service partners and sales partner interfaces, working collaboratively to achieve company objectives and ambitions in consumer and B2B channelsIntroduced sales through service activities to drive customer value, advocacy and loyalty I delivered a series of transformation projects as part of a worldwide strategy for change along side operational excellence initiatives whilst continuing to exceed customer and company targets and standards for clients, customers and consumers

Milton Keynes, United Kingdom

Took over leadership of a multi-channel contact centre, back office processing and complaints functions from a period of rapid business growth and exceptionally poor customer experience. Lead a programme of transformation activities within the business as usual environment to improve all things customer.Transformation encapsulating culture, mindset and process change to drive a higher and more improved colleague performance along with a higher customer satisfaction using technology to leverage increased performance (IVR, SMS, Telephony and CRM for example)Introduced customer satisfaction surveys both in the moment and post event - improving NPS and propensity to refinance to extend the customer life cycle and loyaltyInstigated and implemented outsource partners to improve customer service experiences

Cardiff, United Kingdom

Management of operational teams to resolve PPI secured lending complaints and support the Banks' obligation to customers and to the FSA.Always met regulatory timescales and delivered ahead of internal deadlines due to high colleague engagement Part of Barclays-wide team to manage PPI incoming mountains of correspondence, taking best practice that I have implemented

Chester & Cardiff

Managed operational teams of 600 colleagues (perms, temps and contractors) across 6 locations across England & Wales pre, during and post Payment Protection Insurance Judicial Review for HBOS and LTSB brands - Credit Cards, Loans and Mortgage products.Significant Key Stakeholder Management including at Board level Conducted process re-engineering to reduce operational costs and provide budget adherence

Northampton

Significant leadership responsibilities at Barclaycard of back office support teams including Complaints, Application Processing, Retail Technology, Financial Exceptions and Chargebacks to ensure they operated to high levels of Customer Satisfaction and to agreed service levelsRestructured the departments to achieve required performance and expectations from stakeholdersManaged Supplier Management to improve operational capability and reduce costs

Northampton

Managed the implementation of improvements to key controls processes across Barclaycard Managed Business Incident Management team

Manchester, United Kingdom

Northampton

Implemented a sales incentive scheme for Barclaycard Business to Business Sales ManagersWorked on a vast array of tactical and strategic initiatives designed to reduce operating costs and improve productivity in operational business to business environments

Teesside

Switzerland, The Netherlands, France & Germany

Managed User Acceptance TestingManaged Business ReadinessManaged Training TeamsManaged Process & Procedures Teams

Europe - The Netherlands, Paris, Frankfurt, Basel