In this position I have onboarded and trained 2 Managers, and 4 new team members trained in what is required for the job in our environment, via computer due to restrictions. I manage the day to day workflow of the team, and I still do a large proportion of testing myself, I link in with the developers daily to ensure any updates they have are covered in my daily commentary and provide updates on where we are daily to my manager's Manager.

I am currently a virtual tester. Testing the work of different teams. I have tested the development work of up to 7 MI developers. This role involves many different testing techniques, some examples of which are:Report testing, testing the functionality/speed of reports, ensuring graphs are representative of numbers, testing numbers against any legacy report where available. Testing against the shape sheet to ensure that all requirements listed are covered in the reporting.Batch Testing, to ensure the successful running in batch.Basic logical test, post batch run, look in created table and ensure it contains data.Testing against a source to target document, to ensure all target columns are present in the data.Writing SQL scripts. Testing to ensure there are no null values, or blanks, in the data set. Testing that the rules for any derived metrics are followed in the data set. This is a type of negative testing as I will write code to bring me back any result that is not what is specified in the code. Depending upon how the code is written, I will sometimes write code to demonstrate that a certain value exists in a column, and the rule has been followed that way for example code to bring back any occasion of a specific value occurring in a specified column. I identify any defects, document and flag them up to the developer to fix and I liaise with the MI Business Partners to detail the testing covered, the number of passes and the number of fails and any follow up testing required so they can make decisions on priorities based on the coverage and level of successful testing. I also get the completed work into production once the testing is complete. This involves the production of the test exit report, and the implementation plan which is sent with all the test documentation to the release manager.I have created templates for building SQL code to make it much quicker to build, I have shared this with my colleagues in a brown bag session.

I developed existing, new, and ad hoc Human Resource and Health and Safety reports using a combination of Excel formulas and VBA in order to produce data tables and reports, often to tight deadlines.• Producing Weekly/Monthly Health and Safety reporting such as Lost Time Injury (injuries resulting in lost time to the business) and Recordable Injury volumes and frequency rates and report summary.• Reporting on Regular Human Resources People Data, such as; Length of Service, Diversity, Financial Conduct Authority and Office of National Statistics Reporting.• Ad hoc Reporting such as visualisation of High level managers who had left the business and their Length of Service or a visual representation of the number of working days lost as a result of Lost Time Injuries by year through 2012 -2015.• Daily, weekly, monthly and annual planning to ensure all deadlines achieved.• Managed stakeholders effectively. I had a varied stakeholder base from the HSE Director and his reports to HR contacts at all levels, Finance and Centrica. I regularly communicated with my stakeholders so that I could ensure I was continuously improving the support I provided to them, this also provided me the opportunity to stay in the loop with any potential future changes to reporting requirements.• Co-ordinating the team. I set up a team site to place all team documents links etc and developed a work item tracker to record all of our work, how to documents, and all other details pertaining to the team reporting and activity. This also allowed change and workload to be managed.• Continuous improvement of the Health and Safety reporting process, decreasing the number of opportunities for failure by improving manual processes, such as ensuring even indirect staff have a cost code allocated so they can be mapped to the correct business unit and reported appropriately, and consolidating the reporting between British Gas and Centrica to ensure consistency.

I arranged and co-ordinated Management Development training courses for Centrica by:- Booking the trainer and the venue, equipment, and any accommodation- Liaising with key stakeholders through the process and confirming all details to all parties, including any changes- Advertise course and manage bookings- Continue to monitor uptake of course through process and be prepared to cancel if not economically viable- Ensuring data is complete for charging and inputting data into the database and producing monthly/ad hoc reports- Monitoring success in terms of; financially breaking even, and x-evaluations to determine return of investmentI also organised the BG Leadership Breakfast Clubs which gave some of the level 4’s 5’s and 6’s an opportunity to meet with the leadership in an informal environment where they could ask questions about the business/raise their profile. This involved:- Booking facilities and organising BG Leadership members to host- Contact the level 4’s for nominations to attend- Collate responses and invite attendees/collate responses to invitation, and manage attendee changes/numbers- Confirm hosts can still attend and send final list of attendees for hosting and catering purposesI also managed any ad hoc queries coming into the Learning and Development Inbox and provide metrics around course attendance and took the responsibility for producing a budget tracking report that L4 managing the team could use to better understand how the team budget was being used.

Key Achievements:Managing the How Online Procedure Guide – on-line procedure guides to help telephone agents perform specific tasks right first time. • Excellent Stakeholder Management/ Networking skills • Worked to tight deadlines to keep procedures up to date and manage feedback – e.g. with price changes very short notice• Investigated and resolved problems• Designed and Updated Intranet content real time as changes occurring – through careful planning and prioritisation• In touch with the voice of the customer; both Process Experts and Agents through feedback mechanisms and regular contactManaged Timescale page – Mechanism for agents to access current service levels in order to manage the customer’s expectations and prevent repeat contacts• Established list of contact for Processing Teams • Established exactly which timescales their process effected• Set up on line form for reporting changes to timescales• Arranged regular teleconferences with process contacts (on-shore and off) to ensure reporting changes• Introduced change to page to improve cosmetic look/make easier to read• Introduced IS Improvement to show day and date of arrival and show historical timescales by presenting to P and L’s to gain agreement to share the cost. This gave a small benefit saving which was quantifiable in terms of a reduction in repeat calls.

HOW is an online procedure guide that is used by frontline agents which provides a step by step guide on how to deal end to end with the most regular queries. I took over this project to secure it a place in the business. There were many different tools out in the business but nothing was as good as HOW, I met with much opposition but I got myself into meetings and compared what the different tools could do, in order to sell it to the business, as I was heavily pregnant at the time and needed to ensure HOW would continue whilst I was off. Through my meetings I got the interest of Demand Management who adopted HOW and it became the preffered helpline tool for frontline agents in Residential Energy. I managed to benefits realisation and acceptance through regular tracking and gained acceptance from the business to ensure the continuation of HOW. HOW is still being maintained, used and preventing repeat calls today.

Learned the skills necessary to become a successful project manager, whilst managing a small series of projects by following the Six Sigma DMAIC principles; Define, Measure, Analyse, Improve and Control. Key Skills Gained: Planning, Problem Solving, Excellent Facilitation and Communication, an experienced Manager of Change.

Managing the workflow for all correspondence coming into the Leeds office/nationally (paper-based and on lighthouse). Managing a team of call centre drivers. Through careful planning and prioritisation, I managed and drove productivity in order to maintain targets, Grade of Service and Regulatory approval. I managed the floor managers to drive productivity at a local level.

I managed different call centre teams: General Enquiries, Regular Payment Schemes, Probate, Gascare. Through regular coaching and feedback I provided them with the tools to give excellent customer service. I Managed the special bill function for Gascare (elderly and disabled customers), which produced specialist bills for the blind/partially sighted for example.

I supported the team manager in the development of the team through coaching and monitoring and mentoring.

In the Homemove department, and then in the General Enquiries department. Dealing with and resolving customer telephone complaints and enquiries.

Office admin including the wages and the books. Production and stock control management, banking paying bills, chasing up payment, sales, ensuring items for delivery are dispatched to the correct address at the right time. Key achievements in this role was covering for my boss for three weeks whilst he was on Honeymoon, getting the company registered with the Health and Safety Executive, and passing the inspection which took place whilst my boss was on the same holiday.

Taking incoming newspaper adverts and making calls to sell advertising space.