>Led and coached a remote team of 8 managers and 22 team members to deliver excellent customer service to members across UK/Ireland> Financial accountability for regional budgets, income & expenditure to meet member service delivery expectations> Set clear goals, managing and measuring output to meet key strategic business targets on growth and service> Led project teams to deliver transformational change, managing customer and staff expectations whilst improving upon BAU services

• Supporting, motivating and coaching a changing team of 12-14 long term re-deployees to enable successful transition to alternative permanent roles• Using and implementing appropriate tools and processes to identify transition pathways to minimise potential cost to the business and maximise productivity of labour• Working across Departments and disciplines to seek/negotiate creative solutions / opportunities for placement of redeployees-  Identified the most appropriate pathway for individuals in a redeployment situation, to secure new roles within or outside of the organisation. Provided clear understanding of future options and improved re-deployed resolution rate reducing cost to business of unproductive resource.-  Conceived and negotiated creative solutions/opportunities for the placement of redeployees, resolved a number of long standing re-deployee cases.

• Responsible for the operational end to end transition process.• Managed all aspects of the process for resource tracking and forecasting (TLR) for the Service Delivery organisation (in excess of 7,000 FTE). • Managed a variety of support/administrative functions for the Field Engineering teams -  Directed the Strategic/tactical activities and the delivery of the Directorates Learning and Development plan involving a notional budget of £1.6m. Consistently delivered within budget and meeting strategic workforce goals-  Produced Selection guidelines and matrix managed the execution of operational FTE efficiencies impacting teams of 10 to 400 FTE to enable the business to deliver against its strategic resource plan in a fair and consistent manner and meet challenging financial targets

• Managed the production of detailed plans and estimates enabling provision of Private Services between customer’s premises and serving BT exchanges - Led and developed a team of managers and team members (40 FTE) to professionally manage end-to-end delivery for Private Service customers for the South East geographic area

• Managed across business project teams to implement new product/proposition testing in the ‘live’ environment encompassing influencing the behaviour and gaining support of patrol force (3,500 strong), call centre staff and head office personnel. -  Created differentiated AA Membership products and propositions through effective use of in-house customer segmentation data. Myself and the project team received a Directors Award. - Directed business project teams to implement new product/proposition testing in the ‘live’ environment encompassing influencing the behaviour and gaining support of patrol force (3,500 strong), call centre staff and head office personnel. The test pilot was a success and the data gathered was critical to the final review of the product’s feasibility evaluation

• Key operational contact for Business to Business Account managers and their clients in relation to the provision of roadside services to the end customer. Business to Business membership exceeded 7m customers. • Quality monitored the national roadside operational performance for business customers to meet contractual requirements e.g. call handling response times, repair rate, call to arrival times. Managed or negotiated-out service level failures.- Developed and delivered service delivery solutions to meet customer and market requirements for large vehicle manufacturers and fleet customers which retained their business and generated additional income streams

• Project managed the implementation of national procedures to ensure customer service and business targets were consistently met. Including deployment of a team of 60 mobile patrols, fault tracking/resolution in close liaison with IT teams, management of serious incident reporting for front line teams and business continuity plans. -  Created the National Control Centre, a dynamic and high profile ‘showcase’ unit at the centre of the AA’s Roadside operational activities. Designed to co-ordinate, support and monitor national performance across 8 contact centres and 7 deployment sites handling workloads in excess of 8m emergency breakdown calls, 5.5m breakdowns per annum. The National Control Centre successfully ran for a period of 5 years hosting numerous Customer visits and providing real time monitoring of operational performance