Debra Cunningham Email & Phone Number

St. Helens, England, United Kingdom

Lead, manage, motivate, and develop teams to enable provision of high-quality services.Lead on the development of the service, including supporting the organisations digital strategy and to ensure that customer and stakeholder feedback shapes service delivery. Collaborate with other Managers and Team across the business to implement Every Contact Counts across the business. Develop outbound call strategies.Implement effective performance management systems to meet corporate and service area requirements, to achieve continuous service improvements and the development of a performance management culture. Create a team culture of performance and encouragement where a high commitment environment is developed ensuring that performance is discussed in team meetings and during staff performance reviews.Deliver projects and programmes associate with the Customer Hub. Ensure the management of departmental budgets.Design and deliver improvements in services through participating and leading on policy and procedure development to assist the strategic growth of the organisation. Ensure regular audits are completed to ensure that processes and policies are being followed. Ensure that the Customer Hub complies with relevant legislation and best practice.Support the delivery of value for money service. The preparation of reports and statistical data as required including those required by Board.To manage the out of hours contract, with contractor, ensuring organisational service standards are achieved. Ensure that all safeguarding issues and concerns are reported promptly in accordance with Local Authority and torus Safeguarding Polices.Ensure that H&S Policy and procedures are adhered to and embedded to deliver effective and safe services and operations. Apply and embed fairness and equality in both the delivery and offer of all services. To ensure that all staff and customers are treated fairly, to meet an individuals personal circumstances.

Liverpool, England, United Kingdom

Manage the company’s Scheduling teams by providing a customer support function for all workstreams and activities. Ensuring good communication and liaison with customers, facilitating appointments, organising works for operational staff and acting as a conduit for the smooth delivery of activities. Support the delivery of the organisations ‘Customer Excellence Strategy‘ championing a customer focused culture within the company including leading on complaints management ensuring the highest standards of customer care, service delivery and learning is met through effective procedures, delivery, training and awareness. Act as the lead manager of the company’s out of hour’s operations including management of call handling ensuring that robust and adequate resource cover is facilitated to provide a seamless 24-hour, 365 day service provision to our clients.Be a visible leader and member of the HMS leadership team.

St Helens, Merseyside, United Kingdom

Overall responsibility for the provision of high performance, value for money, support services within HMS.Providing coaching, training and development for team in support of a robust and reliable service and to promote continuous improvement.To continually assess, review and improve ways of working to ensure efficient and effective service delivery.To ensure SLA's are agreed and delivered for all team activities.Develop and maintain seamless planning and administration service s for all HMS teams.To work with other members of the HMS Management team and other Torus teams, to develop and implement revised systems and processes in support of continuous improvement and enhanced value for money.To develop and maintain the planning systems and planning service ensuring seamless and reliable support is available to contract teams and customers.To proactively monitor and manage the performance of the team in line with the performance management framework.To manage, motivate and develop team members to meet individual and team KPI's.To be responsible for the disciplinary, attendance and grievance processes in accordance with Torus policies and procedures.To ensure that written procedures are implemented and adhered to across all Business Support functions.To ensure effective business continuity practices are in place, tested and updated.To ensure relevant financial policies and procedures are adhered to all times.To deliver services within the corporate risk management framework to ensure that risks are effectively managed.To capture HMS performance and finance data in line with agreed processes and timescales.To ensure accountability for all budgets designated to the role taking full responsibility for budget monitoring and performance reporting.To ensure that Health and Policy and procedures are adhered to and embedded to deliver effective and safe services and operationsRunner Up at the Direct Forum Works Awards in the category "Inspirational Employee"

St. Helens

Management of a planning and scheduling department of 22 heads including 2 Supervisors.Responsible for the planning of work for Responsive Repairs working to various SLA's.Responsible for the planning of work for Gas & Electric servicing and emergency breakdown working to various SLA's Responsible for the planning of work for Void Properties, Capital Investments Programmes (Kitchens & Bathrooms) and Capital Rewires programmes.Strategically re-aligned department structure in line with business needs via "new world" strategy encouraging Team to "think outside the box" and challenge the status quo.Influenced Senior Management teams including all Contract areas to embrace the new way of workingReengineered recruitment and training strategy for the department introducing a full training programme which reduced the impact on existing team and ensured new starters "hit the ground running".Managed the workflow of operatives during a new system implementation ensuring all work was completed on time and paperwork processed to support Financial requirements. Streamlined processes across the department to increase efficiency of the team and provide Value for Money.Identified talent from within the team to be coached in the development, designing and delivery of training of a multi-skilling programme across the department.Refocused the department ensuring we placed the tenant at the heart of everything we do. Managed weekly/monthly service reviews with stakeholders ensuring actions were captured and reviewed at each meeting.Developed collaborative working with major stakeholders around the business by encouraging open and honest communication to enhance the customer journey and improve customer satisfaction results.Designed and developed a communication strategy.Designed and delivered incentives programme to develop culture at Sutton Fold site with excellent feedback.Winner of the Torus Talent award 2018 in the category of “Creative Individual”.

Warrington, United Kingdom

After finishing my role at Iceland Foods, I went back to College to study for my Diploma in HR Management whilst I looked for my next role. I also volunteered with various charities helping people who were returning to work after long career breaks to write CV's, apply for jobs and prepare for interviews which I found very enjoyable.

Deeside

Managed an 85 seat Contact Centre with 115 heads including 6 Team Leaders.Designed and delivered an engagement programme across departments to improve engagement.Managed the recruitment of backfill and seasonal staff, re-writing the recruitment strategy.Supported training and induction of all Team Leaders and their professional development.Coached and developed Team Leaders to achieve high performing teams.Managed Advisor performance via the Team Leaders to achieve high performing teams.Delivered retention information to recognise performance.Designed and delivered a Development Team Leader programme to ensure succession planning.Worked with Marketing team to ensure all marketing activity was captured and communicated.Reviewed impact of marketing activity in relation to contacts via phone and email.Worked with Retail Operations to ensure stores where supported and customers were managed in line with Retail KPI’s.

After being made redundant I decided to broaden my knowledge of HR and study for a HR qualification. Throughout my career, I was always interested in the HR policies and practises that I worked with and felt a sense of achievement when I had to manage the reduction of my department

Warrington

Managed a multi-million-pound payment collection department for a leading Utilities Company, 30 heads plus 2 Team Managers.Managed various Financial Service teams in the mortgage lending, life assurance sector, 60 heads plus 4 Team Managers.Devised and successfully implemented multi-skilling programme across the department delivering cost savings through efficiency.Drove change across the department ensuring all outputs were carefully measured.Managed all peak trading for all clients.Managed all client service reviews and ensured all clients received accurate reports against contracted SLA’s.Worked in partnership with clients to support initiatives and presented alternative solutions where applicable.Managed and negotiated all third-party supplier contracts and managed the relationship in each.Managed the exit of all clients at end of contracts and managed the TUPE transfer and redundancy of team in conjunction with HR department.

Warrington

Managed incoming mail and document scanning department on behalf of the United Utilities client and various Financial Services/Public Sector clients. (60 heads including 4 Team Managers).Ensured all contractual SLA’s were managed in line with individual contracts.Managed the TUPE transfer of the document scanning team back to the United Utilities client.Project managed various clients into the Department including leading Due Diligence visits at client sites and working alongside existing teams.Devised and implemented a structures programme for managing performance,Devised and implemented an employee engagement programme.Streamlined and re-engineered process to drive efficiency across the department and increase revenue.Negotiated third party supplier contracts and generated cost savings.Reengineered the department appraisal process including new targets and new competencies for all roles across three departments.Winner of Manager of the Month, Manager of the Quarter and Team of the Quarter.

Warrington, United Kingdom

Managed Credit Control and Fraud teams, (45 heads plus 3 Team Managers). Ensuring cash collected in line with terms and conditions.Managed back office finance function for customer ordering, including payment processing and refunds via card, cheque and Gift vouchers. (90 heads, plus 6 Team Managers)Managed Fraud weighting system ensuring chargebacks were kept below 0.5% across the whole of the M&S Direct business. Supported the wider operation with numerous ramp ups during peak trading where FTE rose to over 200.Presented to the M&S Senior Management team on how their Credit Control department functioned and implemented new Credit System.Managed year end processes and support wider M&S finance team on reporting the results of M&S Direct Business to Business, highlighting areas of improvement regarding customer offer.

Warrington, United Kingdom

Responsible for a £500 million Corporate Debt ledger for Gift Vouchers and Business to Business. (100 heads plus 8 Team Managers)Developed and implemented the Marks and Spencer Direct Credit Policy.Reduced debtor days from 110 days to the agreed policy level of 28 days via a structured debt collection programme and by introducing robust terms and conditions for all customers.Was part of the project team who developed, delivered and finally managed the introduction of an internal fraud management system for online Credit Card orders via an order “weighting” system.Project Management of the integration of a new Credit system to work with existing ordering system.