You’ll find me really easy to talk to, relaxed, empathetic and non-judgmental. I’ll help you find different ways to ‘frame’ the issues you’re dealing with, and work out practical strategies to overcome them. Whether we’re dealing with relationships – intimate or otherwise, communication or confidence, it’s vital to remember that these are all skills, and can therefore be learned. In the same way that when we first tried to do things like swim, ride a bike or drive a car, we were not experts straight away. It’s good therefore to make the connection with having to learn the skills to handle the softer matters in our lives. Understanding this, I’ll help you realise how much control and power you really have.

Providing wellbeing supervision sessions to managers and staff at Victim Support; I also deliver tailored workshops about the fundaments of line management, getting the most out of work-based relationships and coaching.

Walking the customer through the design journey from the first hello to the sale point. When B&Q removed commision from the sales and design team at B&Q I stepped in teaching the new team a different way of thinking about the customer journey. Focussing the new team on learning not only how to design, but also the fundaments of human behaviour and how they experience sales environments. My guidance included negotiating the customer tension barrier, forging a relationship, understanding how to influence through trust, and closing each sale based around each customer's unique perspective and experience. These measures have resulted in the Swansea Showrooms team constantly appearing at the top of the regional sales figures.

Personal development requires an honest and objective process of self-evaluation. You’ll gain knowledge, and I’ll help you set realistic and achievable goals that focus on developing personal characteristics. These can include building your confidence, self-esteem, communication, intelligence and emotional maturity. Your goals can also include improving existing skills and developing new ones.​It doesn’t matter what your background, intelligence or education level is. You’ll find me warm, positive and easy to talk to. From the start you can expect me to empathise, listen, and act non-judgmentally. It’s important to me you have the opportunity recognise my unconditional positive regard at no cost to yourself. I therefore offer a free familiarisation session which will last 45 minutes via phone or Skype. It’s an opportunity for us to get to know each other and for you recognise my genuine desire to help you.

New role to prove private sector experience with primary focus on trade sales, new account acquisitions and customer relationship management. My actions include:Analysing customer data and improving B2B relationship through direct contact.Increasing new client acquisition KPI from 89% to 124.5% within 4 weeks of my arrival, although part of a 9 strong sales team I regularly account for 50% of KPI.Through improving existing client relationships and increasing new client acquisitions, my team now consistently exceeds its weekly sales target of £89k, regularly netting £139k.

Responsible for 29 staff and 30 volunteers I motivated the personnel and board of trustees to understand the need to expand their strategy and sole approach to customer service delivery, this being time consuming one-to-one advice. My actions included:•Creating a customer-centric strategy of one purpose; promoting and teaching personnel to investigate and genuinely understand client journey and their individual needs. This was of primary significance as the existing culture reflected disparate individual adviser’s assumptions.•Creating a contact centre delivering telephone advice, increasing customer throughput by 50%.•Restructuring advice processes to promote customer understanding of internet resources.•Creating workshops to enable customers to deal with their disability issues in a group environment. This initiative increased throughput by 400% and greatly increased customer satisfaction.•Setting up clear lines of communication, promoting an environment for staff & volunteer development.

Head of the business unit I was responsible for case management, budget, 30 personnel, and delivery of KPIs via engagement with direct reports, staff, judiciary and public. A customer-centric approach I took time to understand the business and its clientele. Actions taken included:•Organising staff visits to partner organisations, such as UK Border Agency, to increase the knowledge-base and promote joined-up working practices for the customer’s benefit.•Organising staff training and redeployment, placing individuals in roles to which they were better suited.•Introducing the Lean (continuous improvement) concept to the centre, gaining staff buy-in, delivering training and facilitating events. This initiative taught personnel how to ‘value-stream map’ existing processes, cutting down waste and failure within, thus improving customer service delivery.•My actions resulted in morale being raised, the 94% service level agreements being surpassed and the best performing immigration appeals centre in the UK.

As part of a corporate restructure I was responsible for the disposition of 25,000 linear meters of court files to allow the closure of 13 underutilised courts across Wales. My actions included:•Visiting 60 business units to assess and gather data. A wonderful opportunity to engage with on-site personnel and estates teams, and solicit their buy-in for the project aims.•Analysing information and creating a database and strategy report for corporate board approval, all project aims were met and surpassed by achieving a further £200k per annum savings over projection.This closure project was part of a larger plan to reduce overhead while increasing access to service via internet, including Money Claim on-line, for which I was a national subject matter expert.

The flagship court in Wales I was responsible for case management, budget, 100 personnel including staff, judiciary and magistrates, delivery of KPIs via engagement with direct reports, personnel and public. •Project managing a £2.1m expansion works to bring Cardiff & Vale of Glamorgan Family Court Proceedings Work under one roof. In addition to managing contractors, I influenced recalcitrant magistrates & stakeholders to adopt the project by focussing the needs of the customers at its heart. My strategy included changing centrally drafted blueprints to ensure the project reflected specific family court business needs, thereby enhancing the client journey. I ensured the acclaimed facility was delivered on time & under budget.•In addition to managing multi-million pound income streams I also designed a new accounting system, becoming a subject matter expert for financial management.•Responsible for corporate governance I taught managers across the region budgetary management & account reconciliation. I also taught PwC how to audit HMCTS accounts.•Subject matter expert for multiple national change programs including modernising money handling and HMCTS banking reforms. Analysing data from 600 business units I travelled around England and Wales interacting with stakeholders & influenced the direction of change. Thereafter I delivered presentations to secure funding for the programme’s roll-outs, & then assisted the business units with implementation.•Helping Wales region achieve the Customer Service Excellence award by arranging staff involved public engagement to exceed accreditation criteria.•Restructuring office sections to cope with an 11% loss of staff following government funding cuts. Using Lean techniques I set up ideas workshops involving all personnel. The restructure resulted in a more streamlined throughput of casework with improved service delivery to customers, with personnel being more motivated due to being involved in the solutions.