Chris Prole Email & Phone Number

London, United Kingdom

- Summaryo Delivery of NS&I’s Government Payment Services proposition to other Government departments ensuring it meets client’s needs, agreed service performance standards and budget.o Clients managed include the Home Office, HMRC, MOJ and HMT.- Key Responsibilitieso Chairing, leading, directing a range of client and other stakeholder meetings.o Supplier management ensuring Service Levels are achieved.o Client & stakeholder management – understanding the client.o Ensuring the accurate operational forecasting of resource and associated client costo Delivery of projecto Improving business performanceo Audit managemento Risk & incident Management – ensuring sufficient risk mitigation for an effective business as usual serviceo Financial management

London, United Kingdom

Experience of managing both a Managed Print Service (MPS), and a Centralised Print Service (CPS).MPSManaging the account at a large American re-insurance firm for Xerox. Working in a demanding and complex insurance environment, key tasks being client relationship management, as well as operational and financial/ commercial management.Responsible for SLA and KPI management, including monthly Management Information meetings. Excellent communication skills, a passion for Customer Service and great operations and service have been a key part of the role.Supporting the implementation of a 500+ fleet roll out, including the main printroom. Regular project management to ensure committed timeframes met, through effective communication with client and multiple internal teams.CPSManaging both a Printroom and a Mailroom facility of a large French bank with offices in Marylebone and the City of London. Overall management responsibility for 26 staff, including Operations Managers, and a reporting line via a TFM company through to the end client.Responsibilities are primarily based around account growth and innovation, providing an ever changing and improving service to the bank.Similarly to my MPS responsibilities I run and own the P&L as commercials are very important.

Uxbridge

Provide leadership, direction and management across various Xerox processes in advance of an integrated SAP launch across the UK and France. I was responsible as a process lead, for managing projects, providing leadership and direction in order to take key areas through to a deadline set at Corporate level. A key objective was the delivery of business value through process efficiency.Worked in high-profile cross-functional teams, including level 2/3 managers and other Lean Six Sigma (LSS) Black/Green Belts. LSS tools widely used.Management of European country engagement to promote understanding and enable acceptance of new processes. Engage with and negotiate with senior managers and directors, managing groups of users with varying views and agendas. Involved European travel to meet key stakeholders, to influence, to knowledge-share and to obtain feedback. Commercially aware, as responsibilities lay in providing business cases for the spending or saving of large budgets. Selling to stakeholders by graphical imagery and demonstration of alignment to business requirement.Define testing requirements and acceptance criteria for changes in system functionality. Liaise with contacts at VP level to ensure compliance with corporate guidelines and governance.Run meetings; use targeted brainstorming to create charts such as FMEA’s, fishbone analysis, SIPOCs and process maps on MS Visio for root cause analysis; create communication plans and RACI tables. I also support colleagues in Green Belt Projects.

A reservist in the Territorial Army, I was called up to serve alongside the regular army for a tour of duty in 2010. This meant months of rigorous training in the UK before going to Afghanistan for a tour of duty to serve with 3rd Battalion Parachute Regiment for a tour of 6½ months. My civilian employer, Xerox, supported me.As an elite rifleman I helped to provide security for the local population of Helmand district by patrolling the ground and working alongside the local police and army. We were successful, and I am proud of this, seeing markets, villages and towns change from being vacuums of fear and intimidation to become bustling centers of life and commerce. I know that I have made a positive difference to the lives of many Afghans.I took it upon myself to learn basic Pashto in order to communicate with the locals; I brought my faith, and my life experience, to help comfort and encourage those around me in times of stress. This is synonymous with who I am, going above and beyond the call of duty to do that extra bit.I dealt with stress and learnt how to make constructive use of times of inactivity; I developed a level of resilience; I gained technical skills. My senior officer referred to me as a ‘go to’ man - although junior as far as military experience was concerned, I was constantly put forward for front line leadership roles.

Uxbridge

Building and maintaining a professional and effective relationship with sales teams and their clients. Working with teams such as Logistics, Commercial and Equipment Operations to ensure paperwork corrected when necessary, without impacting the customer experience and ensuring correct internal governance. Attention to detail was critical and a good deal of negotiation and prioritisation, with the ability to operate effectively under pressure essential.Received an Excellence Award for my work during the roll-out of a large deal, helping to design and implement the order process. Awarded ‘Team Player of the month February 09’ by UK wide Sales team. I have travelled UK wide to facilitate successful implementation of contracts, ensuring compliance with both internal and customer requirements. I am experienced in both pre-sales and post-sales environments.Team leader / Management learning paths studied, and supported management of team of up to 13 heads.

Uxbridge

A key part of my role while working for Xerox UK was to lead a “Lean Six Sigma (LSS) Green Belt” Project. This was essentially a business management strategy designed to improve the quality of a process. After being trained in the principles of LSS I gathered together a team with the right knowledge and skill sets from within the business. Following a defined sequence of steps (the DMAIC project life cycle) we worked the project through to completion. Using quantified financial targets, measured using Project Management and Lean Six Sigma tools and methodologies, the project saw dramatic improvements in the problem process, achieving an improved efficiency, a trained workforce and a standardised target process to follow. The project achieved financial savings far beyond what is required of a ‘Green Belt’ project ($462,418 as proven cost savings over 12 months), and therefore was a great success, for which I received Green Belt certification.

Ba, History

Activities and Societies: Rugby team; Christian Union

Education record

Activities and Societies: Orchestra (played the French Horn!); Rugby team (occasional team captain); Dramatics (Sixth form play)