✅ Leadership in People & Culture: Collaborated with the People & Culture team to oversee recruitment and onboarding. Developed a data-driven performance management framework incorporating continuous feedback and agile methodologies.✅ Strategic Business Direction: Directed the strategic direction of the business, focusing on entering new markets and identifying growth opportunities. This resulted in increased profitability and market share.✅ Organisational Development: Planned and implemented restructuring initiatives, redefining roles to better align with organisational goals and improve productivity.✅ Salesforce Leadership: Led Salesforce initiatives, including planning and implementing new opportunity processes, reports, and forms. Reworked the Customer Warranty portal in Salesforce to leverage milestones and customer data, enhancing efficiency and customer satisfaction.✅ Customer-Centric Transformation: Revitalised operations by integrating customer insights, fostering collaboration, and streamlining customer journeys, transforming ETEL AU into a highly customer-focused organisation.✅ Planning, Budgeting & Forecasting: Played a key role in monthly forecasting and budgeting. Actively involved in Sales and Operations Planning (S&OP) to ensure alignment with market trends and business objectives.✅ Profitability Enhancement: Implemented cost reduction programmes, opened new markets, and significantly enhanced profitability. Focused on optimising resources and reducing operational costs.✅ National Operations: Successfully spearhead operations across Australia, driving a 22% growth in customer base over two years through meticulous strategic sales and marketing planning and execution.✅ Training and Development: Devised and executed a comprehensive training strategy for the sales and operations teams, ensuring the timely achievement of targets.

𝐀𝐰𝐚𝐫𝐝𝐬:🥇Won the National Leadership Award in 2006, in recognition of positive change leadership.🥇 Won the National Customer First Award in 2009, awarded for having the biggest impact on customers over 12 months𝐓𝐚𝐬𝐤𝐬 & 𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭𝐬:✅ Led teams of up to 20+ members and managed end-to-end operations of various customer-focused departments, including the Local Division Customer Service department (2016–2019), National Customer Service/Estimations/Claims department (2005–2016) and National Service Administration (2010–2017).✅ completed the merger of 2 call centres for ABB/Thomas and Betts in Melbourne, including transition planning, systems and data migration, training new customer service specialists, and updating SOPs whilst maintaining required service levels at all times.✅ Managed recruitment, onboarding, the performance of the teams, developed tailored training and development plans on proactive customer service and process improvement, which helped to maintain over 90% of operational service levels, and calls answered within 15 seconds✅ Managed the design and implementation of the National Claims Database, National Pricing Database, Small Quotes Database, Production and Warehouse inquiry systems and fully-integrated online forms which resulted in enhancing the transparency between teams,✅ Instrumental in achieving ISO certification in the group's Customer Service Divisions by working through the ISO requirements, changing policies where required and conducting training.✅ Drove a new Customer service culture across the company through identifying and delivering comprehensive training to multiple teams that rewarded cross-team collaboration and improvement of productivity.

✅ Successfully reduced the re-open rate and the average length of claim, achieving the best result for the average length of claims in two years.✅Achieved finalisation rate of files over 100% each month, indicating that the team was closing more files than they were receiving, thus eliminating an existing backlog.✅ Led a team of 7 members and provided guidance, mentoring and coaching on customer service excellence, relationship management and process improvement, which helped to achieve timely management of claims, controlling claim costs and dispute settlements.✅ Implemented reports to monitor team KPIs, claim targets and financial costs, providing data-driven insights to control the measures through proactive strategies.

✅ Led a team of 15 members and significantly improved the sales capabilities from 7 new business sales per week to an average of 60 sales per week.✅ Oversaw the implementation and roll-out of a new customer care program and safety initiatives that improved customer service and safety standards.✅ Monitored and analysed challenging KPIs across 4 divisions including Road service, Extra benefits, Insurance and After Hours claims whilst identifying new opportunities, increasing sales by 8% for insurance products.✅ Fostered improved communication between other areas of RACQ and the Night Operations teams to ensure new processes and procedures were communicated and in compliance with government acts.