Chris S. Email & Phone Number

Manchester, England, Gb

Liverpool & London

Manchester, England, United Kingdom

Enjoyed rapid progression across multiple roles, culminating in Head of Commercial & Specialist Segments. This role was leading over 250 colleagues via a team over senior leaders to oversee customer interactions and offline Profit & Loss (P&L) for the Commercial and Specialist Segment businesses, including Autonet Business, Swinton Business, Swinton Landlord, Safeguard, and Healthy Pets. Manage a Gross Written Premium (GWP) budget of approximately £40m while leading extensive teams across various UK locations, optimising performance in sales, service, and administration alongside control of customer base spanning ~260,000 clients.•Developed a new operation for all niche products, generating savings of over £500k by introducing new IVR’s and enhanced journeys, resulting in enhanced compliance, customer experience, and cost efficiency.•Improved core strategic products, growing retention by 10 points (accounting for £450k income growth).•Achieved a NPS of +64 and generated cost reductions totalling £250k.•Reduced absence to 3%, attrition to 20%, and achieved Employee Satisfaction score of 4.5/5 by implementing best practice leadership activities.•Initiated a cross-sell strategy across group operations, generating approximately 1 million leads and creating the group's most successful Direct Marketing campaign, with a strong in-year return on investment (RoI).•Grew income by £300k following launch of a secondary brand and online journeys to distribute products; established new market channels, becoming division's leading offline new business route.•Seamlessly integrated new acquisitions; delivered impressive colleague and customer onboarding experiences.• Delivered against all customer and operational metrics such as SLA, AHT, etc

Manchester, United Kingdom

• Realised £5m saving having directed centralisation of telephony operations; closed 50 branches and transitioned all functions to a central team in Manchester.• Leveraged market insights and forecasting techniques to drive informed decision-making and capitalise on opportunities.• Increased conversion rates and customer outcomes by 10% having created a new Sales Division and customer bonus scheme.• Met all scorecard Key Performance Indicators (KPIs) while managing Contact Centre's performance and trading, and contributing approximately £33m in offline income.• Reduced team turnover having created Reward & Recognition and Aspiring Leadership programmes.

Manchester, United Kingdom

Responsible for the effective day to day running of the contact centre delivering exceptional customer experiences through developing an engaged and motivated team.Leading and empowering the team to ensure continuous improvements to customer experience and operational effectiveness in line with regulatory requirements ensuring profitable growth. Work with the Operations Director and other senior stakeholders to develop, communicate and implement a customer centric strategic plan ensuring the long term future of the business.

Manchester, United Kingdom

Inspiring, leading and motivating a team of Contact Centre Managers, their Team Managers and their front line teams to ensure the successful delivery of the business strategy and objectives and delivering a world class service that incorporate the TCF principles in a highly regulated environment.• Responsible and accountable for 400 people within my business area ensuring outstanding customer service and performance is achieved• I was nominated by members of my contact centre and became a finalist for Contact Centre Manager of the year in the 2013 North West Contact Centre Awards.• Part of the leadership team that took the site to become the Bronze winner for European Large Contact Centre of the Year• Inspiring and leading my people to deliver a great service for their customers through motivating, developing and rewarding appropriately.• Operate 4 work streams including HomeMove, Feed in Tariff Complaints, Nectar Relationship and Employee Smart Energy. This includes leading ensuring staffing levels are optimised and defining an acceptable level of service to offer our customers • Management of detailed business plans supporting both national and local strategic agendas.• Managing the operational design, business readiness, recruitment, training and performance management of a cross organisation (Royal Mail & British Gas) proactive dialling campaign. • Personal accountability for the commitment to creating a regulatory compliant contact centre, consistently achieving the highest sales compliance on site• Created a customer service led culture for the First Year Outbound call type• Fundamentally re-engineering processes where required to drive real commercial impact of £5m• Understanding and driving the resource profile required for my contact centre. • Effectively managed the successful implementation of a large scale system change• Operational lead for new development programmes across the business

Manchester, United Kingdom

I lead and managed the operational performance of a group of 7 Team Managers/90 indirect reports within a contact centre whilst playing an integral part of the strategic development of the call type and wider business. •Implementing initiatives and commission schemes where we saw a 30% increase in value add and 20 point increase in NPS scores•Completed the Springboard 7 programme within Centrica after being recognised by my leadership team through performance and my potential•Implementing the strategic operating plan within my area of responsibility looking at ways to improve customer experience, reduce inbound customer contact and reduce churn. Seeing an additional 20k of customer saved.•Project owner of the First Year Value deployment including reward, resource planning, learning experience design and campaign management•Responsibility for creation and delivery of all operational KPI’s•Developing incentives to support the delivery of desired results•Effectively managed a large scale reorganisation change where I supported the restructure of several departments, impacting 400 members of the team•Leading, developing and motivating teams to ensure that all employees are engaged in the delivery of the operational performance and business strategy•Communicating at all levels to drive behavioural and performance improvements and discussing performance and plans to directors within the business•Working across the leadership team to help drive performance consistently across the business•Be accountable for managing and improving employee engagement. Increasing engagement in my area from 30 to 66%

Manchester

Worked in both the Home Move and Outbound Winback departments as a Team Manager where I led and managed teams up to 14 front line colleagues. My core role was to lead, motivate and coach my team to achieve stretch targets so the department hits its monthly and year end targets. Through coaching and development I was consistently one of the top performers in my management team for Sales and was consistently in the top 10 teams for the whole of Home Moves. My ability to manage a high performing team as well as concentrate and deliver on project work allowed me to be signed off my probation after just 3 months..• Managed the graduation bay and coaches as a complete process and unit• Team Manager Lead for Project Mirror looking at how we manage our teams quality to ensure fantastic customer service and sales across British Gas Manchester• Coaching other managers in HR meetings such as Stage 4 absence meetings.• Review of Team Manager reward and recognition package including the mapping of current talent and performance issues using the Talent and Performance Management toolkit• Stand in for Customer Service Manager & Sales Manager when on annual leave• Recruitment of a range of level of employee levels (advisors through to managers) through a wide range of forums from Interviews to Assessment Centres.• Networked cross site to improve Outbound recruitment process.• Introduced new file audit system to measure effectiveness of Performance Management• Role Model for Inspiring Team Managers on the Inspire programme• Challenging peer group to take ownership and responsibility over their and their teams performance• Completed review and stream line of the agent holiday process• Facilitated at the agent conference event which included planning and presenting in the “Winning Team” area to up to 200 people at a time• Introduction and consistency of Performance Management

Stoke-On-Trent, United Kingdom

Successfully managed a high performing outbound area in Ultra High Value. Ultra High Value was a specialist department that looks after the top 1% of Vodafone customers offering a one stop shop for its customers from Sales , Service and Credit. This segment included Consumer and small Business.• I ran several campaigns which I firstly piloted for Vodafone and then due to the management and success of them were rolled out across the estate.• Managed acquisitions within the department, this includes:-analysing targets, development and communication of league tables, negotiating commission with stake holders, and submitting payments• Roll out of new propositions to my site such as Mobile Broadband ensuring that all Agents, TM's, CSM's and all stakeholders were engaged.• Providing coaching and ongoing feedback to agents to deliver outstanding sales and customer excellence using the GROW model, this resulted in me rating as an E grade and being requested to support other team managers in their coaching development. An E is Exceeding expectations.• Uplifted performance by 30%• Project work from senior management: - Recruitment and New Hire Programme. This included updating the Induction programme, in line with business change. I also reduced our attrition figure by implementing changes to the Induction programme so the agents training and graduation was more in line with the contact centre environment.