Job Role Responsibility of up to 8 home-based Team Managers (overall responsibility of up to 150 home-based advisors), working on government contracts – so far Test & Trace, Northern Ireland Direct and Dept of Work and Pensions Managing and leading the team to ensure the requirements of the contract are met. This includes monitoring the performance KPIs, contractual SLAs and service outcomes Working closely with the client to maximise operational performance Motivating and keeping the home-based workers engaged, with welfare check-ins, skip level/forum meetings and performance meetings Deliver policy changes that have operational consequences, including delay of Covid restrictions lifting, changes in international arrival rules, double vaccinated no longer required to isolate and introduction of cost-of-living payments Key Achievements Recruiting at pace – between 2000 and 9000 employees (depending on government last minute ramp up and ramp down requirements), engaging with agencies to hit hours available targets Training at pace, worked closely with the training team, ensuring advisors are multi-skilled across the different call types, ensuring we could switch resource dependent on government requirements Led the incentive programme, which consisted of between 10 Team Managers delivering monthly and ad-hoc incentives to increase the engagement across all sections, managers and agents Delivered on a new contract for the Northern Ireland government for 3 months which gave £100 voucher for every citizen to spend locally. Put in place resource plans, go live action plan, check points during go live week, feedback forums for agents, ensured training fit for purpose

Job Role ​ Responsibility for the Contact Centre and Back Office function of 50 FTE. This is multi-task Contact Centre dealing with travel cards, travel cash, international payments, personal and business banking, personal and business account sales Responsible for managing the performance of all customer contact, including inbound, outbound, social media, web chat and emails Manage, develop the Team Managers to ensure they achieve team targets which contribute to the overall department goals and grow as managers Put in place telephony standards with the introduction of SLA’s, abandonment rates and other key indicators ensuring customers were receiving the best possible service standards at first point of contact Put in place minimum standards, objectives, quality scoring and KPI’s to support the improvement of performance Key Achievements Transferred the Customer Services operation, who dealt with prepaid travel cards from London to Chester. This involved recruiting, training, and signing off as competent for all tasks Increased personal sales conversions from 18% to 25% and business sales conversion from 42% to 48% within the first 6 months Transferred the travel cash function from London to Chester, all tasks were merged within the existing team with a headcount saving of 5 FTE Implemented Live Chat (FreshDesk) for the travel card product, then implemented within the contact centre Introduced CSAT within the Currency Team, increasing the score from 81 to 87 within 3 months

Job Role (6-month contract) Liaising with the outsource company who were based in Malta, daily, building all customer services processes and procedures Reviewed all documentation and customer journey processes to ensure all GDPR compliant Implemented service level agreements with the outsource company to track performance Made changes to the Service Level Contract to ensure KPIs in place and penalties for non-achievement of KPIs Reviewed all negative CSAT scores and put in place process improvements, 2 success stories being streamlined customer verification process including customer touch points and changes to the withdrawal/deposit page making it clear to customers on what steps to take Reviewed the customer help centre, with the introduction of FAQs to provide the correct level of customer support

Job Role Responsibility for the Contact Centre function of 85 FTE, with operational leadership to 7 direct reports including Resource Planning & MI Manager, L&D Manager, 5 Team Managers Responsible for managing the performance of all customer contact, including inbound, social media, web chat, emails, web forms Manage, develop the Team Managers to ensure they achieve team targets which contribute to the overall department goals Ensured all customer process and procedures were GDPR compliant Introduced a manager and developing manager training programme ensuring succession planning in place Introduced Quality Framework and performance management process ensuring scoring matrix was in line with the company appraisal scheme Benchmarked salaries across all roles to ensure the centre was competitive with similar companies nearby and subsequently reducing staff attrition Key Achievements Reduced staff attrition by 10% to 5% by creating a culture of empowerment and the introduction of structured training and development programmes Managed seasonal spikes by recruiting temporary advisors during the Christmas period, where headcount would be 140FTE+ Successfully re-structured the department which supported staff development, resource management and process efficiencies

Job Role Responsibility for the unsecured loans Contact Centre function of 60 FTE, with operational leadership to 6 direct reports including Dialler & Resource Manager and Quality & Change Manager Responsible for managing and maximising the performance and profitability of the Contact Centre in accordance with the firms Compliance and Training and Competence procedures Providing leadership to the Contact Centre. Managing, developing, coaching and motivating Team Managers to ensure they achieve their goals and ensure that appropriate objectives and development plans are in placeForecast call volumes within the department based on commercial, marketing and historical data and ensure that resources are sufficient to effectively manage the volumes Work with the Commercial Team to understand new 3rd parties’ needs from initial discussions and then ensure they become BAU within our contact strategy and customer journey Regularly review the departments’ incentive schemes to ensuring driving the right performance and behaviours Key AchievementsImplemented a Quality & Change function within the contact centre focusing on call audit consistency and customer service improvements across the centre. Since the function has been in place, we have seen a 5% increase in the overall quality score and have also introduced A.I.M (All Ideas Matter) initiative which has resulted in 40 suggestions within the first 2 months with 50% being affected Overachieved on loan value pay-outs in Q2 and Q3 - £51.0M & £45.3M respectively, outperforming last year Increased application rates by 4% over a 4-month period and sales rates by 3% over a 6-month period Implemented a dialler contact strategy which has resulted in a DMC improvement of 5%, now consistently achieving 65% Reduced agent monthly attrition by 7% by introducing assessment centres, bonus flight and daily check-ins with all new starters. Attrition has now stabilised to below 5%

Contact Centre Manager – Sales, Retention & Service (Inbound & Outbound)Job Role Responsibility for the management of a department of 80 FTE, with operational leadership of 7 direct reports Improved performance through coaching and development of Team Leaders and representatives– this involved side by sides, call calibration sessions, 1-2-1’s. Managed centre performance ensuring workloads and resources are effectively managed to achieve a consistent service level performance across all skill sets Coordinated staff recruitment and ensuring headcount budgets are managed effectively Devised bonus, reward and incentive schemes, ensuring within budget. Involved in key projects to ensure operationally successful for both the business and the end consumer Key Achievements Project led the implementation of becoming a 100 seat Comic Relief Donation Centre in March 2013 taking just under £100k in charity donations Increased up-sell and cross-sell conversion rates by 5% within the first 3 months. Achieved an additional £1m additional annual premium in the first 12 months Improved retention conversion rates, consistently achieving above 30% Worked closely with key stakeholders (including external consultants; Huntswood) to develop and implement a new Quality Assurance framework that focuses on process lead monitoring and customer outcomes Delivered 4 Group Frameworks which will ensure all process and procedures when dealing with new business, retentions, customer contact, complaints, claims and broker business are consistent throughout all of Towergate Delivering the retention strategy for Paymentshield, successfully delivering the ‘Quick Win’ initiatives also worked on medium term retention strategies to and shared best practice across Group Formalised an employee engagement action plan to improve staff relations across Customer Services and increased satisfaction by 10%