Darren Green Pcc Email and Phone Number

Whether you're a business or individual, we deliver World class coaching, training, and administrative support to support you and your business. ​Maybe you feel like you're life, career, or business is running on the same hamster wheel month after month, with too much work and no time to enjoy the things you love. Or maybe you want to reconnect with your purpose and find fulfilment in your life, whether that's in your personal life, career, or business.We’ll help you get clear on your vision, what you need to work on to create the biggest impact in your life or business, whilst also helping you create the balance in your life that’s escaped you up until now.

Since 2017 we have been helping everyday people grow their wealth through property by beating the banks. We source run down properties that are often empty, and buy them using cash from our private investors. We then raise the value of the property through refurbishment, before refinancing onto a mortgage and paying back our investors with a healthy interest on top. In less than three years in business we have built a portfolio in excess of £1m with negative starting capital, generated over £50k in interest for our private investors, and most importantly have brought empty and run-down properties back into use to serve as family homes in the community.

After being promoted to the Customer Retention Strategy Manager, I became responsible for devising and implementing successful strategic retention plans and initiatives for energy, phone, broadband and home services products. I am responsible for understanding customer churn triggers within the wider competitive environment devising strategies to save more customers and increase value per customer. This involves working collaboratively with various departments across the business, often with conflicting priorities, to ensure positive customer and commercial outcomes.To ensure I deliver against customer retention and value growth targets I work closely with Marketing, Digital and Customer Service areas to ensure both pro-active and re-active customer retention opportunities are realised. For example, I introduced and managed a re-active, value-based save ladder across all product categories in order to encourage customer retention when customers reject a baseline product offering or think about leaving the company. In this role I also coach and mentor staff as well as identify training gaps, conduct performance reviews, and ensure their personal development aspirations are supported. As a member of SSE’s Future Leader Programme, I have been exposed to both leadership theory and practical experience, including the opportunity to deliver a keynote speech to 300 Senior Retail Leaders at our Annual Sales and Retention Conference.

This role involved leading a team to identify relevant and timely customer insight to support the strategic retention priorities of the retail business. My team identified trends through analysis and insights on customer behaviour, losses, and switching drivers, helping to inform new retention campaigns and initiatives. The team also reported upon internal KPIs and performance metrics relevant to customer retention and value growth. As a testament to my success in this role, my Director asked me to take on the Interim Head of Retention and Customer Value position for eight months, recruiting an entirely new structure dedicated to customer retention and value growth. During that time, I developed and implemented the strategic retention plan for the forthcoming year delivering above target on customer retention on all product areas.

As a Senior Insight Manager, I was responsible for optimising business performance and effectiveness by providing marketing functions with essential intelligence. I led a team who produced accurate and appropriate MI, detailed customer profiling and marketing campaign forecasting and analysis. This included being responsible for preparing reports on product performance and customer profiles to inform marketing campaign targeting.I also provided response forecasting for marketing activity and provided subsequent analytical support for the delivery of customer retention and acquisition targets. This involved profiling customer groups and performance to inform marketing programmes, retention initiatives and using new tariffs to target specific customers to improve profitability. The expansion of my remit to support sales and retention directorates led to my next appointment as Planning and Performance Manager.

In this role I led qualitative and quantitative analysis to ensure community and stakeholder views were included in the strategic planning process for the Force. This involved undertaking quantitative analysis on customer perception into community crime covering key statistics, trends and performance to inform strategic planning and devise appropriate policing interventions. I also contributed to the development and submission of Quarterly Performance Returns to the Scottish Government on Force performance.

As a graduate on the Tesco Management Programme, I was responsible for various roles including merchandising and stock control in stores operating with turnover in excess of £1m per week. I succeeded in securing a Night Manager position at one such store before deciding to explore a passion for statistics and data analysis.