- Full ownership for the Customer Service network for amazon.co.uk across 15 sites globally, leading a network of 6K people - Accountability for new product, service and process improvements for UK customers - Direct ownership for the Amazon CS sites in Cork, Edinburgh and the virtual contact centre (work from home programme) - Dotted line ownership for the UK service out of Capetown and Hyderabad- Full ownership for the management of UK outsourcing partners and their service delivery - Accountable for driving cost out and quality into the service delivered to customer by partnering with key business functions such as Transportation and Retail leaders to champion the voice of the customer and remove defects

In this role I'm responsible for the consistency of service delivery as well as driving operational improvement projects across for the UK Customer Service network which spans 11 sites globally

• Responsible for the management of and effective service delivery on over 2 million amazon.co.uk customer contacts (phone, email and chat) to the Cork site annually• Responsible for the management and growth of Amazon's virtual contact centre model in Ireland and the UK• Joint ownership and management of the full UK network which is a paired co-source and Amazon owned model spanning 9 sites globally• Leadership, coaching and development of 10 managers as direct reports and a wider management team of up to 30 support staff including team leads and coaches• Develop and build close working relationships with the UK transportation, supply chain and distribution centre network• Engaging with and influencing the senior UK retail team to drive policy and selling strategy changes to improve the customer experience• Responsible for the delivery of all UK network metrics successful to target on a weekly basis• Business sponsor for all UK kaizen and six sigma activity in continuous improvement• Participation in weekly CS network and company wide performance reviews• Launched chat as a contact channel for amazon uk customers

For over a year I stepped away from operational management after being invited to join a dedicated function working on a strategic review of O2 Ireland's Customer Care operations. Our mission was to identify and implement programmes of work that would deliver improvements to our customer experience while significantly reducing costs by eradicating points of failure, significant policy review, improving efficiency and increasing customer adoption of self service channels.Key Achievements• Sizeable annual opex saving through call reduction driven by leading a Six Sigma approach to process improvement• A key member of the core team who delivered a complex online transformational project (new Help & Support Community for O2 Ireland www.o2.ie/help). The launch is a cutting edge social media and online help integrated solution to better service customer needs in an online world, which is estimated to deliver significant annual opex savings. The project was delivered on time, on budget and within a month of launch has already exceeded end of year targets. My primary focus has been ownership of the online content and vendor management• In the first 50 days after launch actual results have been fantastic seeing 10 times more registrations per day (doubling our registered users to almost 20,000), 75,000 logins and 14,000 posts

My time in this role was short but impactful. I was tasked with pulling together a number of sales and commercial related activities to have a centralized and consistent view of our commercial contribution to the business. My primary focus in the role was to drive performance improvements to increase our return to the business in a cost effective mannerKey Achievements• Through motivation and performance management of a team of approx 50 FTE (with 5 TLs as direct reports) delivered a 46% increase in sales within 5 months increasing migrations (sales) from 9,500 to 14,000 . This was delivered with no additional opex and while delivering a 9 point rise in employee engagement (as measured by O2 Ireland’s annual employment satisfaction survey). • Delivered a €290,000 reduction in opex spend on customer credits linked to data usage through process review and working with our product team• Shortlisted for the “Customer Champion Award” at O2 Irelands “Spirit Awards, an annual event recognizing the highest contributing employees across the business

- Managing an inbound service department compromised of approx 150 FTE, with 10 Team Leads as direct reports- Responsible for department strategy and direction as well as performance metrics including service levels, customer satisfaction, RFT, employee sat and people metrics- Creation and set up of O2 Ireland's first online customer forum http://forums.o2online.ie/

- Responsible for designing and maintaining quality metrics, standards, monitoring and evaluation of inbound and outbound service through the Care centre- Working with internal functions including Marketing, Sales and Finance to successfully launch and support new products, services and technology

- Team performance management- Set up of QA function for the O2 business