Working with energy in people and their homes and workplaces in order to find and remove blockages and limitations, helping people to feel happier, stronger, clearer and often, healthier.Negative energies in homes and workplaces can be located and rebalanced or removed remotely using dowsing. Full space clearing is an on-site process as is personal energy balancing.

Brought in early to help build up & scale the Customer Support & Technical Support functions, develop the individuals in the team, create processes & procedures and specify/implement a new case management system to replace the incumbent Intercom chat only system.

Key Responsibilities:Initially brought in to turn around poorly performing Customer and Tech Support teams providing application support for a cloud based contact centre platform. Now responsible for managing Tier 2 & Tier 3 Cloud contact centre support engineers (across 3 locations) for 8x8’s ucaas & saas products and for rolling out cross-training for multiple teams within the UK. Also framework owner for setting up a Global T3 Application Support Team which has now been operating for… Show more Key Responsibilities:Initially brought in to turn around poorly performing Customer and Tech Support teams providing application support for a cloud based contact centre platform. Now responsible for managing Tier 2 & Tier 3 Cloud contact centre support engineers (across 3 locations) for 8x8’s ucaas & saas products and for rolling out cross-training for multiple teams within the UK. Also framework owner for setting up a Global T3 Application Support Team which has now been operating for over 12 months in 4 locations internationally.Main Achievements:Headed project to implement a Global Application Support Team (Tier 3) to bring support closer to the customer and am still the framework owner.Integral part of the global team to transition Support from multiple systems (including Zendesk) over to SalesForce to facilitate a ‘follow the sun’ support model. Turned around the company’s perception and treatment of London Support operation leading them up to an NPS score consistently averaging over 90 and an internal QA score averaging over 93%.Transitioned & upskilled 2 Support teams to become Contact Centre Support specialists rather than product specific.Commissioned and QA’d a departmentally created ‘Tool’ to improve supportability of the product whilst reducing the skill level needed to deliver the support. Also designed, commissioned and delivered a bespoke dashboard to monitor cases by Provider Group in SalesForce that was rolled-out globallyGiven a quarterly special award by the CTO for being the one continually 'getting them out of trouble'. Show less

Following successes at Dyno Head Office, I was invited to troubleshoot and work directly with a number of the larger franchises in the network to help them work smarter at a time when their businesses were experiencing rapid growth and major changes. Having established the business with a financial backer, my role focussed on changing cultures and behaviours, reducing complaints and compensation and increasing customer satisfaction scores. Over a 4 year period, I acted in the capacity of both… Show more Following successes at Dyno Head Office, I was invited to troubleshoot and work directly with a number of the larger franchises in the network to help them work smarter at a time when their businesses were experiencing rapid growth and major changes. Having established the business with a financial backer, my role focussed on changing cultures and behaviours, reducing complaints and compensation and increasing customer satisfaction scores. Over a 4 year period, I acted in the capacity of both interim manager and consultant. I recruited, inducted, trained and developed staff at all levels on behalf of the businesses I worked with. Without direct line management responsibility in many instances, I succeeded in influencing and persuading disparate groups of people to positively change behaviours and the cultures of their businesses. Implemented new processes, procedures and methodologies along with training staff at all levels to maximise understanding and buy-in. During this period, I assisted a number of businesses in reducing their complaints (per thousand jobs) and increasing their customer satisfaction scores (NPS) despite many of them undergoing significant growth at the same time. As Dyno, part of British Gas, is now FCA regulated all operating processes and procedures (especially those around complaint handling) had to reflect increased levels of compliance and governance. Show less

Key Responsibilities:• Brought on board to turn around an extremely underperforming team, to focus on root cause analysis in order to reduce the percentage of complaints, increase the NPS score and to gain the respect and support of the franchise network. The role developed to include regular travel around the country.• The transition of the complaints handling process within the business towards regulatory compliance with the Financial Services Authority (now FCA) and TCF… Show more Key Responsibilities:• Brought on board to turn around an extremely underperforming team, to focus on root cause analysis in order to reduce the percentage of complaints, increase the NPS score and to gain the respect and support of the franchise network. The role developed to include regular travel around the country.• The transition of the complaints handling process within the business towards regulatory compliance with the Financial Services Authority (now FCA) and TCF guidelines.• Responsible for the entire Dyno-Rod Net Promoter Score (NPS) survey process.• Designing the key complaint handling components of a brand new CRM system and then transitioning the team from an entirely manual process onto the new system. • Recruitment, management and development of a newly regulated complaint handling, Customer Relations team. • Assisting with the recruitment process for a new call centre in Edinburgh and also responsible for quality monitoring and performance management of an outsourced call centre for new job bookings, based in South Africa, including going out there to audit their operation. Main Achievements:• Within first full 12 months, reduced percentage of complaints by 38% across the business. • The role included a six-month secondment to manage the Key Accounts Admin team in a time of crisis, alongside my main duties.• Moved Customer Relations from being 2nd bottom of annual Franchisee Satisfaction Survey to the top by a large margin.• Greatly reduced the volume of compensation paid out annually.• Delivered results that far exceeded the ‘stretch’ targets for every metric I had been measured against.• Won both Team of The Year and Colleague of The Year awards at a prestigious British Gas Award Ceremony spring 2010, after my first full year with the business. Show less

Having gained invaluable hands-on experience working within a corporate environment managing growth and developing both systems and people, set up own consultancy and training business with goal of working with and assisting organisations to bring about change and transformation. Approach involved undertaking detailed investigation and analysis of existing processes and systems, identifying strengths and weaknesses, risks and opportunities for improvement. Following initial analysis, worked… Show more Having gained invaluable hands-on experience working within a corporate environment managing growth and developing both systems and people, set up own consultancy and training business with goal of working with and assisting organisations to bring about change and transformation. Approach involved undertaking detailed investigation and analysis of existing processes and systems, identifying strengths and weaknesses, risks and opportunities for improvement. Following initial analysis, worked with clients to develop strategies and plans and then implemented new processes. Key component of consultancy was the empowering of employees to ‘own’ and continually improve processes themselves. Over 7.5 years, gained extensive hands-on experience working with large and small organisations and hundreds of individuals from a wide range of industry sectors. Show less

See XO Communications below:

Started trading in September 1995 as an internet Start-up called ‘Global Internet’ and within 5 years as a result of a buy-out, an IPO and 2 acquisitions became part of an international telecommunications company. I was headhunted by the organisation and given a clear directive which was to ‘make our support the best in the industry’. Key Responsibilities:• Making our Customer/technical Support operation the “Best in the industry”• Setting up and managing the Call Centre for… Show more Started trading in September 1995 as an internet Start-up called ‘Global Internet’ and within 5 years as a result of a buy-out, an IPO and 2 acquisitions became part of an international telecommunications company. I was headhunted by the organisation and given a clear directive which was to ‘make our support the best in the industry’. Key Responsibilities:• Making our Customer/technical Support operation the “Best in the industry”• Setting up and managing the Call Centre for the UK operation. (150 FTE) Responsible for Customer Services, Technical Support and Sales Order Processing• Managed an annual staff budget in excess of £2.5 million• Recruitment, including managing open days (recruiting up to 43 technical staff per event)• Continuous business improvement through procedure, system and staff developmentMain Achievements:• Key objective: To make our support the best in the industry. Received industry awards for outstanding levels of support for 4 years – Including ‘Best ISP on the Planet 2 years running• As a result of my achievements was promoted from Operations Manager to Director of CRM• Grew Service Operation from nine staff to a Division totalling in excess of 150 staff over 5 years• Key role in the implementation, specification and establishment of a brand new Call Centre• Managed smooth transitions through a number of mergers, buy-outs and re-branding exercises whilst maintaining consistently high levels of Customer Service• At one point I was given 9 weeks to recruit and train over 40 Tech Support staff for a massive sales push. This was achieved in-house with advertising and by hosting an open day. 43 staff were employed, trained and ready to go with new hardware, telephony and desks for the launch date which seen the business become the largest Domain Name registrant in the UK, almost overnight. Show less

The business started trading in September 1995 as Global Internet and as the result of mergers, acquisitions, an IPO and 2 buy-outs over a 5 year period the business transformed and became part of an international telco.I was brought in with a very clear directive, which was to “make our support the best in the industry”. I started with Customer Services and Tech Support (9 staff). Over 5 years of incredible growth in what was a new industry, I grew this into a division of 150 staff… Show more The business started trading in September 1995 as Global Internet and as the result of mergers, acquisitions, an IPO and 2 buy-outs over a 5 year period the business transformed and became part of an international telco.I was brought in with a very clear directive, which was to “make our support the best in the industry”. I started with Customer Services and Tech Support (9 staff). Over 5 years of incredible growth in what was a new industry, I grew this into a division of 150 staff (Customer Services, Tech Support and Sales Order Processing) in the process being promoted from Operations Manager to Director of CRM. I set up a new call centre from scratch and the Business won national awards 4 years out of the 5, with our support being highly commended. We were also voted ‘Best ISP on the Planet’ 2 years running in a national magazine award. Show less

I ran the computer engineering, Quality Audit, Returns and Goods-In functions, with responsibility for 32 staff. I jointly designed and implemented a stock recording system that tracked approximately £500000 worth of returns (monthly) throughout their lifecycle and significantly reduced stock losses.(I left the business after being approached to head up an operations role in an internet start-up)

I joined the business to manage the computer engineers department (7 staff) and was quickly promoted to also manage the; Returns, Goods-In, and Quality Audit Departments with overall responsibility for 33 staff and all goods coming into the warehouse (including, quality sampling checking all computer hardware).After highlighting major system failures I jointly designed, specified, trained and implemented a stock return tracking system designed to track £500,000 worth of returns per… Show more I joined the business to manage the computer engineers department (7 staff) and was quickly promoted to also manage the; Returns, Goods-In, and Quality Audit Departments with overall responsibility for 33 staff and all goods coming into the warehouse (including, quality sampling checking all computer hardware).After highlighting major system failures I jointly designed, specified, trained and implemented a stock return tracking system designed to track £500,000 worth of returns per month, whilst also managing to reduce the average turnaround time in Engineering/Repairs by 75% and in Returns by 50% Show less