As the Director of Data and Insight, I am a member of the senior leadership team, reporting directly to the Managing Director. Accountable for Data, Data Science and Credit Risk functions, with matrix accountability for Product, Compliance and Technology also. Responsible for all data supplier relationships, and delivery of data science products that both innovate and provide clear value for customers. Key Deliverables• Sponsor for the Data modernisation programme; migrating from a manual data upload function to an API driven data lake function in Azure.• Established Information Security Office that maintains all ISO and information security policies and activities• Redesign of the flagship “Growth Score” proprietary feature• Creation of a Sharepoint knowledge centre, to create “single source of truth” that both employees and customers can use to improve knowledge of RFA products and services• Migrated all reporting into PowerBI, creating a monitoring programme that enables effective monitoring of predictive products performance• Data Independence programme: reducing the reliance on 3rd party data suppliers and enabling the direct consumption of publicly available data

Major Responsibilities:Served as senior operational leader reporting to C-level executive. Accountable for a £10M P&L, and five key functional areas, covering all of the no-sales customer touch points, including; customer onboarding and support, professional services, service management, and application support. Led a global team of approximately 90 employees, spanning AMER, EMEA, and APAC.Key Deliverables:● Reduced 82% in supplier service issues by implementing supplier management program.● Achieved high CSAT (Customer Satisfaction) and NPS (Net Promoter Score) scores over 90%.● Saved £100k in 12 months by outsourcing out-of-hours support to BPO as part of an optimisation program.● Oversaw approximately £10M of revenue by delivering customer and service support across the customer lifecycle.● Maintained high employee engagement, with scores consistently above 85th percentile in Gallup Q12 surveys conducted every 6 months over 4 years.

Major Responsibilities:Reported directly to Customer Experience MD, while also holding matrix accountability to SAAS business unit MDs. Managed end-to-end pre-sales, post-sales delivery, and in-life support for customers, as well as a £6M P&L. Led a team of approximately 30 employees covering AMER and EMEA regions.Key Deliverables:● Created a single, global Professional Services organisation, from the disparate regional PS teams that existed through multiple acquisitions.● Spearheaded the harmonisation of Location Professional Services (PS) team across EMEA and AMER regions, including successful recruitment of a Vice President from IBM to manage team ● Incremental new revenue of approx. £3M from introducing new products into business units over the course of 3 years.

Major Responsibilities:Accountable for end-to-end customer engagement, including pre-sales, post-sales delivery, and ongoing in-life support, and a £2M P&L. Managed team of approximately 10 employees based in EMEA.Key Deliverables:● Achieved team growth in pre-sales and post-sales to double the size of the team within 3 years.● Increased revenue and improved margins by revamping Professional Services (PS) product line into a modular structure, leading to the revenue line doubling in size by approx. 2018● Established a comprehensive development path for consultants by providing clear career progression opportunities for both new starters and existing team members.

Major Responsibilities:In my role, I functioned as a commercial partner to the Identity sales business, reporting directly to the Head of Professional Services. My responsibilities included supporting new business opportunities by managing proof of concepts, analyzing data, and providing valuable insights to drive business growth. As a product advocate, I provided support for new product development and drove improvements to the existing product portfolio. Overall, my goal was to help the company achieve its sales objectives and maximize profitability by identifying and capitalizing on key market trends and opportunities.Key Deliverables:● Reduced consultant overhead during sales process by designing and implementing generic scoring models that enabled more complex analysis of customer results.● Decreased processing and lead time to sale by several days and enhanced operational efficiency by automating data batching and analysis and utilising SQL.

Led a team of data scientists, providing analytical solutions for customers and supporting the outsourcing arm of the business. Responsible for the effective development and delivery of both data analytical and contact centre strategy. Client facing role, providing strategic consultation to customers as well as internal stakeholders. Member of several stakeholder groups including Data Leadership Group, Product Steering Group, Bid Review Team and Consultants Review Group. Liaison with Manchester Business School Decision Sciences Unit.Key Deliverables:• Reinvented the analytical function, building the team out from scratch, employing data scientists and enabling a more complex and comprehensive commercial offering• Developed “Turnover” and “Fleet” predictive models• Introduced voice analytics into the contact centre environment, Segmentation and RFV analysis to customers such as FedEx and ATS• Nearly doubled average project revenue in the first 12 months. 80% increase YOY in analytical revenue in the first 12 months. Achieved with 75% of headcount from previous 12 months.• Deployed predictive modelling to B2B contact centre business, resulting in increases in sales conversion of between 10% and 40% for customers such as O2 and Vodafone.• Developed the “Customer Intelligence Report”, a mechanism used by the sales function to guide customers on what data to buy. Resulted in £18,000 of incremental revenue in the first 3 months of use.