Deborah Martin-Rerrie Email & Phone Number

Responsibilities:Identify, develop, and implement strategic and transformational change within the regulated Non-Household and Metering business divisions. Lead a team of Operational Improvement and Technology Change Managers to deliver programs to deadline, ensuring governance and rigour. Engage and influence stakeholders to approve business case and funding requests, central to our customer first ethos, improving service, satisfaction, engagement and market rank.Key Achievements:• Implemented robust project governance and compliance. • Developed team’s stakeholder management competence and embedding a commercial mindset for better benefit realisation and budget tracking. • Delivered multiple business case and funding requests (circa. £2.5m), to support business leaders in the delivering transformation projects across technology, operating models and process. • Maximised existing supplier contracts to fulfil technical functionality for data cleansing and accuracy improvement, enhancing market rank. • Redeveloped the Non-household Website to meet audience needs following 2017 market changes, Incorporating research, customer feedback, industry best practice and insight tracking.• Created and delivered an off-site event for 180 Meter technicians and support staff, hosting within budget with well-developed plans and presentations.

Chesterfield, Derbyshire, United Kingdom

Responsibilities:• Build collaborative relationships, interactions, and performance of member services 3rd party key suppliers to meet quality requirements whilst remaining cost effective. • Enhance suppliers’ capabilities by introducing new approaches and technology solutions, leveraging their infrastructure and expertise.• Working across BTPS (Brightwell leadership teams) to define the strategy for member servicing, delivering a Best-in-Class service proposition with effortless self-service digital solutions.• Serve as a key stakeholder and influencer for member interactive communication channels, ensuring business standards through positive language in documents, IVR messaging and digital communications.Key Achievements: • Initiated strategic plans for both digital product and transformational opportunities, from initial feasibility and business case creation, to Board approval implementation and transition to BAU.• Delivered strategic transformational plan reducing operating costs by £1.2m by transitioning the outsourced contact centre operation into a single in-house multi-skilled pension administration team with a new operating model, technology platform and revised processes.• Identified, selected, and agreed on favourable terms with a digital ID&V service provider to enable a market-leading end-to-end digital online retirement solution.• Seamlessly transitioned suppliers onto a new pensions administration platform, including new online, automated processors and integration, through robust operational readiness plans. • Negotiated and implementation a Hybrid print solution, reducing data and operations risks and enabling automated inbound mail indexing and improved audit trails. • Reduced outsourced budgeted AHT by 27% and subsequent FTE levels by 35% through a member-focused, quality interaction and CI programme, built on collaborative partnerships.• Implemented a knowledge retention tool with a record 100% engagement in its first 60 days.

Nottingham, United Kingdom

Reporting to the Customer Service Director (FCA Approved Person), recently deputising in South Africa to confirm the new partner provision capability, transitioning circa. 200 roles. Providing leadership through major telephony and CRM transformation projects, to departments circa. 350 FTE who are in the UK, India, Sri Lanka and South Africa. Recently increasing accountability to include all Voice areas and Fraud servicing enabling the unity of people and activities that encouraged innovative ways to build new partner relationships. These included upskilling the teams to transfer the knowledge and skills whilst maintaining budget.Key Achievements: • Reduced costs by £3m through removal of UK outsourced headcount from 150 to 0 FTE within 12 months.• Reduced on-boarding and induction time by 50% through improved training approach and support models. • Secured £70k budget and delivered ‘Blue Sky’ cultural transformation programme, followed by the cost neutral ‘Expedition Leader’ and ‘Thrive’ programmes.• Increased Transactional NPS of this division from -2 to +35 whilst significantly reducing costs and leading departments through the implementation of significant new desktop, telephony and ‘Blue Sky’ projects. • Transferred Identity Verification service in-house from UK outsource provider, improving customer journey, increasing efficiency and achieved highest and most consistent performance in account history. • ‘Green’ audit status achieved for Lloyds Banking Group product servicing. • Redefined the quality scorecard and introduced the ‘what good sounds like’ customer experience score. • Successfully on-boarded two major clients and serviced major data breach contracts with a moment’s notice, through the development and multi-skilled, omnichannel, flexible teams.

Nottingham, United Kingdom

Increased scope of previous role to include both UK and Offshore non-voice servicing activities. Developed omni-channel teams and transitioned non-value add work offshore; eliminating waste through process reviews. Delivered the ‘Blue Sky’ change program from set up, to delivery of over 450 front line colleagues, the catalyst to our ‘can do’ cultural transformation.

Nottingham, United Kingdom

Outlined accountability for the performance of all 3rd Party outsourced and inhouse Voice servicing. Lead person for the integration of the Client Partnership bidding and contract delivery process. Overseeing the termination of the UK outsourced provision, maintaining healthy relationships through my visits, driving results to exceed expectations by implementing new coaching and performance methods, using MI and analytics to support plans and demonstrate results.

Nottingham, United Kingdom

Initially recruited on a 6 month FTCOperational support to the newly appointed Customer Service Director (FCA approved person). I reviewed the performance of the UK outsourced provision (150 FTE), based in Manchester, where my weekly visits created and delivered recovery plans, skills-based routing and onboarding processes. In-house, supporting the onboarding of a major client into the Client Partnership teams and incorporated contingency plans.

Leicester, United Kingdom

Reporting to the Director of Logistics and Customer Service, providing leadership to one of the Leicestershire based contact centres; servicing the Next Directory customers. A fast-paced environment whereby retail trends, on-line demand and logistics are key drivers to the fluctuations of customer demand for the contact centre. Key Achievements: • Improved Customer Satisfaction scores within 6 months from 87% to 93% through implementation of Exceptional Customer Service program; cascading the change with a top down approach.• Embedded a coaching culture to deliver our ‘Customer Service Excellence’ vision. • Implemented new Team Coach Role to improve onboarding process. Improved training content/delivery and increased speed to proficiency and removed skill and knowledge gaps; reducing up-skilling time by 40%. • Introduced new employment contracts to support a change from fixed to flexible resource. • Implemented IVR solution, new call routing and up-skilling programme to improve seasonal call handling. • Built key relationships and introduced regular interaction to discuss performance/ideas/solutions with Outsource provider in India, HQ based telephony and MI/scheduling teams.

Nottingham, United Kingdom

Through two changes of ownership, including the transition from Plc to a Limited company, Provided leadership to the Nottingham contact centre site, circa. 1000 FTE; a sales and service environment. Driving performance through Client Servicing, Finance, Scheduling, MI and Customer Servicing departments.Key Achievements: • Managed growth from 600 FTE to 1000 FTE. Delivered yr. on yr. performance uplift, increasing NB revenue to £89m with an Opex budget of £19m, Capex budget of £1.4m, with a Salary bill of £12.8m. • Delivered 20% uplift in sales conversion through introduction of innovative coaching and cultural change. • Designed and implemented a self-funding Agent remuneration scheme and a career development framework for Agents and Managers linked to behavioural performance, maintaining budgeted expenditure.• Introduced Quality Assurance sales matrix within both a Regulated and Service environment; delivering sales compliance excellence at a time when regulatory confidence at a low.• Reduced seasonal requirements by 40FTE through an employee benefits scheme, maintaining Sales revenue and reducing FTC requirements and associated risks. • Sponsored the purchase and successful implementation of new CRM system and MI software

Nottingham, United Kingdom

Accountable for the performance of Client and Technical Servicing departments. Jul 2005 - Dec 2006Previous Roles Include:Call Centre Manager – Service/Outsourced sector (D&G service sector) Jul 2002 – Jul 2005 Assistant Call Centre Manager – Service sector (D&G service sector) Nov 2000 – Jul 2002Team Leader – Insurance sector (D&G Insurance sector) May 1999 – Dec 2000