David Robertson Email & Phone Number

Prestwich, Gb

Manchester Area, United Kingdom

Working in Culture and Tourism as a consultant on Digital Transformation and Organisational Strategy and Vision.- Delivered Product Strategy- Shaped and clarified organisations proposition in relation to market trends/needs and internal capabilities/capacity.- Created a more collaborative, cross-team internal culture.- Improved client servicing and supplier relations.- Researched and delivered recommendations on digital transformation as it pertains to placemaking within the culture/heritage sector.- Improved working practices and service delivery.

Manchester, England, United Kingdom

Doing casual work as a steward. I’ve just started doing this.Very interesting and insightful so far. Especially as my main focus in other roles is Customer Service, Service Improvement and Workplace Culture.

Yorkshire

Acting in an undisclosed feature film. Following a passion for a bit, because life’s to unpredictable.

Transformed the technology landscape of the organisation. Created a holistic assessment of operations, processes, engagement and service delivery. Developed and delivered a digital strategy that aligned with the values and strategic objectives of the organisation. Lead numerous digital transformation projects from design through to delivery. Drove culture change to become a digitally savvy organisation. • Defined and delivered a digital workplace utilising M365 and digital telephony solutions. • Led the development and roll out of a modernised data platform including analysis and reporting. • Reimagined service delivery and engagement through customer facing digital platforms including website and apps. • Created digital communities of interest at local and national level to drive adoption and provide training and support.• Matured Digital Inclusion by bringing it into the wider transformation piece to encourage end to end service design.

Greater Manchester, England, United Kingdom

Manchester, Greater Manchester, United Kingdom

During my time at the British Red Cross I greatly improved the standard of the service the technology function delivered. I also made it my mission to improve the morale of our staff. I set honest and realistic expectations across the organisation about the what, when and how of technological delivery. I prioritised the breaking down of silos and fostered cross-functional, multi-disciplinary teams whenever possible.Moreover, I preached, taught, demonstrated and enabled a culture of putting people first and listening to what they had to say.I identified the need for a more holistic approach to delivering and managing services. By creating inclusivity and transparency I removed blame and the proverbial cat throwing over each others fences.Yes - where it was the best approach I implemented ITIL or matured aspects of that Service Management methodology. Yes - where valuable I introduced Agile and Lean to Product and Project Delivery and within Operations.Yes - I used Design Thinking as a way of understanding users and their problems. And addressing some business issues.Yes - I leveraged Data to make better strategic decisions and understand where we are and where we need to go.The upshot of this was a drastically improved service with CSAT scores rising from below 40% to 80% and rising.Some of the take-aways I have are:★ Proof once again that if people are happy and valued they do outstanding things.★ Digital and IT should work together and it has to be organised that way.★ The caveat 'but this is a charity' doesn't apply to the quality of your service, if you don't let it.★ Moving from Supplier Management to partnerships helps navigate the marketplace and futureproof you.★ When the tech function and the business thinks of tech as part of the business, rather than a supplier to the business, real positive change happens. ★ Your products serve your services, not the other way around. That delivers value where it's needed.

Manchester Area, United Kingdom

While working at this firm, I was tasked for overseeing all facets related with customer support and IT in line with company vision and values, whilst leading a team of IT Triage/Problem Analysts. I proficiently devised and managed customer care strategies to retain loyal customers and increase levels of repeat business. I identified and resolved errors both technical and behavioral in nature with the collaboration of stakeholders, offshore partners, and operational leads. I contributed in augmenting staff skills and mitigating areas of concerns by preparing training material and implanting process improvements initiatives. I chaired team meetings and one-on-one sessions with staff to identify weak areas for improvement and provide effective problem resolution. Besides all these tasks, I created a supportiveteam development plan in order to balance PDP’s and coordinated with higher management along with executives to manage day-to-day work operations.Below are some of my key contributions which I would like to share with you:★ Recognised as a nominee for a National Real IT award for delivering a 30% first time fix rate for faults withinthe team, creating less triage and delivering optimum customer service.★ Forged strategic alliance with stakeholders and provided end-to-end resolutions for customers along with business partners.★ Won the ‘Best Team’ award two times in a row.★ Saved more than £7M by identifying and resolving P1’s and P2’s mobile faults incidents as well as reducing incident backlog of over 1000 tickets to 10 within SLA at the end of each day.★ Invited by the executive members to support with the development, implementation, and management of The Mobile Transformation Program - Virgin Media’s largest ever Project.

Manchester, United Kingdom

We fought Fraud and most times we won. We were some of the good people in Banking - honestly.I managed a team of 14 with the usual KPI's and Metrics to adhere to. I introduced 1-1 Coaching and Peer Coaching across the department. At some point I came across Lean and Six Sigma and was skeptical at first, but adopted some of the methodology with the caveat that the most efficient way isn't always the best way.I had input in rewriting a Leadership Development Program to make it less about jumping through hoops and more about Character and Serving. Unfortunately, my fears concerning the quality of Leadership within the Business came back and bit us on the ass.However I had the inspiring and humbling opportunity to Mentor future Leaders which became a highlight of my Role.The general consensus is that Bankers are inherently bad people. In my experience that isn't the case. I was part of a team that looked into some of the causes of the RBS fiasco and it's my firm conviction that the Culture of the Organisation allowed and fostered the unpalatable behaviors. The worrying aspect of this, is that many of these Cultural faults are actually common business practices and received wisdom currently at work in many of our big Companies. Bankers themselves are a product not the root cause of the problem.We have to rethink how we work and reintroduce honesty into the workplace so these behaviors aren't repeated.

This was an extremely fulfilling role. The Vision was to extend the reach of the organisation from local to international. No mean feat for a niche art form.We accomplished this by developing a national network of Volunteers, establishing International Partnerships and making Storytelling accessible to all.Re-branding, training, audacious projects and challenging the Status Quo all played their part in making the organisation one of the most popular Niche outfits in the country, The Telling Place is where I encountered the Oral Tradition of Storytelling. The History of a Person, a People a Culture brought to life and made relevant by re-telling their Stories.As well as actually researching and telling stories in Theatres, Universities and Festivals. I had great fun Managing Events and Venues at Festivals, running workshops, developing and engaging a Volunteer Network.I firmly believe we all have a narrative - including Organisations and Businesses. One of the greatest Gifts storytelling has bestowed on me is the importance of Listening, not Hearing, but really Listening. Only then can we understand where we are actually at.Giving people a voice and the confidence to speak for themselves and on behalf of others has stayed with me as a core principle and value.

In addition to the above my first Contact or Call Centre Role was with Cable & Wireless, eerily in the same building I work in now! I've worked in these environments for the Royal Bank of Scotland and Virgin Media too.I enjoy these environments, they're high energy, grass roots and adaptable places to be. I see a great deal of potential in them. Potential for extremely high Customer and Employee satisfaction. However, it seems to me that the majority of them haven't moved on from the basic Calls Per Hour model, regardless of whatever model they say they work to.The Culture and Ethos haven't changed much since the bad old days of CPH, it just looks prettier and the language is inclusive. People are still managed by metrics not a Vision and Team Leaders/Manager roles are in the main - administrative, valuing compliance over Leadership. This is a real shame because it impacts Customer Service and Employee satisfaction negatively. We can and should do better. I've learnt that these environments can dehumanise employees, thereby removing our greatest intuitive asset in delivering for Customers. I've got a hunch that once Contact Centres in the so called 'emerging economies' break free from Western Institutionalism, they'll re-imagine what Service actually means. If we don't want to get left behind we need to grasp that nettle soon. I also used the be a Scene Of Crime Officer or CSI for the US audience. Very early on in my working life this role taught me the value of getting the work/life balance right. It also taught me the need for Team Work and Confidentiality.My first Leadership Role was as a Work Manager for Union Windows and Doors. This is where the foundations of Leadership in the workplace were formed in me. I was very young but had to gain the respect of a shop floor full of blokes who were all older than me and knew everything I didn't.I made a lot of mistakes, but I managed to learn from them and effectively managed 2 factories of around 40 people.