After initially being engaged on a contract basis as Sales Manager for serious**, during a period of maternity leave, I was offered a permanent position in an elevated role as Head of Customer Experience. Reporting directly to the Board of Directors I oversee and manage the Customer Sales & Contact Centre teams.As part of the management team my duties include:-• Customer service training;• Forecasting & budgeting;• Administration & reporting;• Data analysis & KPI’s;• Marketing, social media & web presence;• Contract & key account management;• Operating directives, processes & best practices;• HR related functions;• Complaint resolution.During my appointment I have successfully migrated the business from various paper and excel based processes to a unified cloud CRM system. This includes updating and aligning our processes and procedures.

Reporting directly to the Managing Director I oversee a small Sales & Contact Centre team.I was engaged as maternity cover, on a fixed term contract, to oversee the department and to revolutionise processes and procedures by promoting positive change and challenging legacy practices.As part of the management team my duties include:-• Customer service training;• Forecasting & budgeting;• Administration & reporting;• Data analysis & KPI’s;• Marketing & social media;• Contract & key account management;• Complaint resolution.During my appointment I have successfully migrated the business from various paper and excel based processes to a unified cloud CRM system. This includes updating and aligning our processes and procedures.I have also maintained our revenue streams during the global COVID-19 pandemic and increased our confirmed contracts and key accounts value by c£3m

As part of the cancer performance team I was responsible for managing the colorectal cancer pathways, ensuring that patients were diagnosed within 28 days and treated within 62 days. My role was key to the provision of cancer care and the collation and flow of information, which required coordination of the surgical teams, medical secretary's, imaging departments, pathology teams and oncology departments across multiple trusts.Conducting weekly multidisciplinary team meetings was the most challenging and fast paced element of the role. This involved reviewing patient results, documenting the clinical discussions and ensuring next steps were actioned following the meetings.Colorectal was a failing service before my appointment, with a 16% performance achievement with an over inflated wait list of 900+ patients. By challenging processes and promoting positive change, I managed to increase our performance to 63% and reduced the wait list to fewer than 300 patients; meaning the trust was on track to be fully compliant by April 2020. I also brought structure to the role by developing best practices, process maps and handover documentation. These, along with the other systems/ process I developed and implemented were recognised by the senior leadership team, with some of these being rolled out across other areas of the trust.

Overseeing 11 Patient Pathway Co-ordinators, covering 6 different specialities, I successfully managed over 5000 patients on 18 week pathways; ensuring national guidelines were met while increasing clinic and theatre utilisation. Day-to-day responsibilities included the processing of clinical outcomes, making theatre and clinical bookings as well as KPI reporting.I challenged and transformed many processes, specifically our ERS referral triage process; which resulted in a 6 day saving on each of our patient pathways and saved approximately 37 man hours each week, time that was desperately needed to support other areas in the department.

Overseeing 14 colleagues and reporting directly to the Bodyshop Manager I successfully drove the standard in customer care and championed the customer journey.I was voted the champion of change for 8 years in a row and also became an 'after-sales colleague of the year' finalist.As part of the management team my duties included:- • Customer service training;• Forecasting & budgeting;• Administration & reporting;• Courtesy car fleet management;• KPI’s;• Auditing & compliance action plans;• Health & safety compliance;• WIP management;• All branch invoicing & credit control;• Complaint resolution.Over the 10 years I oversaw 2 management system changes as well as a dealership rebrand from Dagenham Motors to TrustFord.

Delivered an outstanding customer experience, ensuring customer concerns were dealt with promptly and fairly and that repeat failures were identified and prevented by implementing changes. This resulted in the successful uplift of the customer satisfaction and engagement KPI’s from an extremely poor 22% to a fantastic and branch record breaking 98.8%.

Established a front of house and accounts/ debtor’s department within this infant business. This included devising, implementing and overseeing company directives, policies and departmental workflow systems.