Gary Cocker Email and Phone Number

Back 'leading' Change & Transformation ! If you know you know ;-)

• Lead a new product launch for the business in the way of a Benefits Management System (BMS) to support Salary Sacrifice 'flex' benefits including the actual client implementation of Uni of York, Cadent Gas & Secure Trust Bank.• Lead the development and testing to bring the product to market – working with a Portuguese OutSystems specialist provider to supplement our own Outsystems developers & testers.• Lead the upgrade of our core employee facing OutSystems ‘Hapi’ platform. This will future proof our solution as well as increase security and enhance the user experience leveraging Reactive Web for slicker UX/UI. • Migration of Sage Employee Benefits OutSystems platform to a single Outsystems platform

• Project Initiation including PID, RACI & Business Case outputsRequirements Gathering (WBS workshops) across the business (Ops, Finance, Marketing, Sales, IT, etc) with support from Product & a BA• Vender Support & Co-ordination as per integration requirements including workshops with each (HubSpot, Matillion, Snowflake, Power BI, Salesforce, Data-cubed, Sage200) • Internal Infrastructure Support in regards security assessments and ensuring the 3 x environments (Development, Acceptance, Staging & Production) were set up as required• Working with the Solutions Architect & Data Engineer to ensure the environments and third-party solutions were the fit for purpose, understand, cost effective & integrated correctly• Support the Technical BI Product Team with data gathering, requirements, MoSCoW and queries to ensure the data models are correct• Support the Power BI Analyst on the design, UI, UX and functionality requirements for the dashboards (sent a couple of examples in the attached no GDPR sensitive date so it can be forwarded)• Working with QA to support test scripts, Regression testing, UAT and ultimately sign off (Go/No Go checkpoints before we switched off the current reporting suite and promoted Power BI to Production) • Ensuring both inner and outer stakeholders were engaged throughout (weekly working parties, status updates, gate reviews) including working closely with the Project Sponsor & agreed Business Unit champions • Full end to end training co-ordination and sign off and post launch ‘Hyper Support’ • Full business Handover of all relevant documents and manuals all baselined and version controlled• Completed a full lessons learnt activity and centralised for future reference

Supported the need for the field sales team to move to virtual selling. Set up a virtual Contact Ctre and extended the functions and features within our CRM Salesforce platform to accommodate the new requirements of selling online and through VOIP. Helped support the development of our sales app through Outsystems to extend to virtual sales whilst remaining within FCA guidelines.

Returned to PG to support Insurance product sales changes to the current portfolio and introduce new sales channels (Income Protection, Critical Illness) In addition, have just led the Operations & Sales function through the Covid-19 Business Continuity requirements (switch from face to face selling to a virtual telesales environment) as well as new tech to support direction change.• Research & investigate PG products are still fulfilling the expected customer need and are being introduced to the appropriate audience and marketplace• Check how competitive PG premiums are in the current landscape & recommend changes as necessary• Gain feedback from Customers and Clients on both our current product set and potential new product considerations• Review current sales channels for opportunities to reach customers in new ways preferably utilising technology • Investigate and propose as necessary any new product ideas which may help deliver on the company objectives • Implement the design and technical phase for all agreed changes using project management methodologies • Lead the operational & cultural change for all stakeholder groups using business readiness & change methodologies

Asked to return to lead the Digital Conversations Programme within the wider Digital Transformation Programme across all Home & Business Units. My role was to lead the following initiatives to deflect as much voice channel traffic into a digital conversational with a concurrency rate of 2.8. This will allow a significant FTE reduction within the entire Contact Centre estate across the UK whilst maintaining and improving the customer experience (NPS)• Lead in defining the wider business channel strategy (voice, digital self-serve & digital conversation) at senior level• Replacing the webchat platform from current provider 24/7 to www.nuance.co.uk including co-browse functionality• Implementing Asynchronous chat across the New Generation App (NGA) as well as the company website and digital self-serve online journeys offshored to WNS (Capita) in India • Implementing IVR to SMS chat by deflecting calls off the Natural Language Call Steering (NLCS) voice App Tags • Implementing Chat Bot integration on transactional and complex customer journeys for self service automation • Implementing Apple Business Chat and WhatsApp messaging • Implementing a single UI platform through Nuance to combine all initiatives & improve the overall customer experience

My role was to lead key projects (+3 level 7 PM’s) within the Sales Ops Transformation Programme who’s scope was to move all ‘Energy’ sales activities out specialist sales teams into the general enquiries Customer Energy Services pot across multiple sites both inhouse (Capita in Rotherham) and as an outsource (WNS in South Africa) Some of the projects were midflight and needed recovery actions as well as an ask to lead a project to multi skill 250 GE agents within ‘Services’ to support the national retention strategy.• Set up a Model Office environment within Capita (50 core GEA’s) to ensure the right tools, technology, processes, compliance & support are in place • Lead the upskilling of 750 GE agents across multiple sites to manage multiple sales channels (i.e. blended call types)• Worked with Resource & Planning to ensure Investment Time was balanced with required operational service levels • Lead the implementation on Natural Language Call Steering (NLCS) into the Model Office to route sales opportunities to the right place first time, improve the customer journey and negate the need to transfer calls, impact reduced AHT• Lead the implementation of a new system upgrade (UI5) into the Model Office to further improve process & conversion • Benefits were a sales conversion increase by 23% & 2018 savings of £4.2mil with a reduction of 200FTE in Sales Ops

The Health & Wellbeing division of ICS won the Government Contract > NHS England’s National Diabetes Prevention Programme (NDPP) across the UK. My job is to lead the business through the early mobilization and adoption phase then through the first quarter to ensure the service levels are achieved and the early benefits are met. • Worked with NHSE on the preferred programme model with agreed regional roll out• Located the premises and set up a Contact Centre to Central Leeds with a business headcount up to 125 (Ops & Field)• Led the implementation of new telephony and re-engineered processes within the Contact Ctre • Led the implementation of new technology into both Ops (OCR Software) & Field (App) including the Dev & Test cycle• Managed the integration with IT partners (API’s) and direct connectivity with NHSE (HSCN) including test & launch• Acted as suppler and customer relationship manager for both NHSE & programme partners (Commercial & IT)• Lead the implementation of an acquired ‘Bank Staff’ provider in Manchester to support the business needs and helped transition the business across to ICS including making number of synergies across the support departments

Led a programme of work to deliver an NPI (New Product Introduction) - Employee Benefits/Insurance/EAP package - to Sage’s 110K SME Payroll 50 customers circa 8.2million employees through digital omnichannel technology serviced by ten+ supplier partners. There were five projects within the programme of work which I lead as well as overseeing the business change/readiness role within the roll out working alongside Sage and their SME market. As we had finite resource and no PMO I led two of the projects myself whilst also managing all the project governance and communications with stakeholders through the entire cycle of requirements gathering, Dev, UAT, training users then test & learn rollout and full launch support.• Sage become an AR of Personal Group which involved an FCA application for an approved person as well as a number of due diligence and regulatory requirements that had to be met. Also led internal the legal stream of the commercial contract with Eversheds and with KPMG on tax activities.• Worked with both Sage’s outbound Sales Operation team & Personal Groups internal marketing team as well as external branding agencies to pull together the website & collateral to enable us to market, and service the employee benefits platform to both employer and employee. W• Led on a number of digital development workstreams too onboard both employers and employees via API's into Sage Payroll resulting in frontend OutSystems platforms for users (desktop, mobile & native App) With full on SSO integrations to a number of key supplier product offerings.• L&D/Support & Facilities - Recruited 30 CEA’s and trained them to support the proposition in a satellite location I helped acquire in Newcastle. Implemented the required HR processes, the technology (Salesforce) & telephony solutions within the new Contact Centre to support the proposition & acted as Operational Manager through launch and the initial post launch support.

Responsible for the delivery of multiple business projects which relate to the New Markets transformation programme and system migrations. Focussing on external online digital technology, including iOS & Android App delivery, as well as internal business process re-engineering for both the Contact Centre and Collections & Recoveries departments through skill based telephony solutions.• Lead, engage and motivate the Project Managers and Business Analysts to deliver the business objectives• Built the capability of the team by supporting and coaching through effective performance management practices• Managed day to day activity and delegate workload so that it is distributed appropriately – Business & IT & Testing• Transformed and automated business processes for the all the 8000 remote mobile workforce (paperless)• Worked within an FCA regulated business framework and support the fraud & security teams with the implementation

Led and managed the IT development and business readiness programme across the external sales and internal support functions. The requirements were to optimise performance, re-engineer processes and become a true paperless office. The programme involved the development and implementation of the core products (SDLC), but moreover the management of the business change work stream. The products were iPad Apps that transformed the sales performance and productivity whilst improving internal efficiencies.-Led a team of Project Managers whilst developing and maintaining relationships with key stakeholders across the business.-Plan and executed deliverables that meet business objectives whilst ensuring compliance with FCA regulations.-Collaborated with application vendors based in Belarus to ensure a successful ecommerce solution was implemented.-Ensured that work stream owners were involved where appropriate, tracking and coordinating their deliverables and dependencies.-Worked closely with the HR and L&D functions to manage a controlled rollout whilst maintaining positive staff engagement.

Acted as lead on the implementation of SFDC to a number of different departments (175 licences) with ultimate responsibility for the full project lifecycle including design, development, testing, release, implementation, training and go live.-Chaired meetings with the vendor and business stakeholders in line with the project timeline to ensure business needs are met.-Liaised with technical specialists to keep abreast of the latest Salesforce releases in order to recommend improvements to the system for the benefit of the business.-Facilitated workshops to establish business needs and implement accordingly (outlook and internal universe systems with marketing app).-Managed the project using strict project governance methodologies.

Led an IT development project that incorporated the development, design and implementation of a Data Warehouse & web-based BI SharePoint portal for supermarket chain Asda. The portal facilitated remote access to multi-supplier information from a single database generating real-time visible data on a dashboard via a telematics solution and overnight EDI as well as a secure document management solution.• Planned and executed deliverables that exceeded the brief.• Worked with multi-national application vendors to ensure successful implementation.

Responsible for managing a 24/7 contact centre operation that incorporated Motor Insurance, Incident Management, Rescue and Recovery, and Highways/Police.• Led 250 FTEs including a team of 20 contact centre managers and service line managers operating in both an inbound and outbound capacity.• Successfully met key deliverables on resource utilisation and managing spikes of incoming call traffic during the day.• Championed clear staff communication, progression frameworks and reward schemes to facilitate employee engagement and alignment with corporate strategy.• Ensured effective governance across the operation in line with internal OLAs and contractually obligated SLAs.

Responsible for the specification led programme to design, develop and implement and migrate a new £4m web-based IT operating application (named Ingenium) across the entire business operation. The system was equivalent to an ERP Management Information system.-Accountable for circa 30 staff both directly and indirectly.-Adopted a SCRUM framework for daily sessions with the development and delivery team.-Ensured a successful delivery of the new system without detriment to Business-As-Usual activities by establishing strong governance and working closely with the programme team and key stakeholders across the business.-Introduced both internal and external quality controls to measure the impact of change.-Coordinated and managed cross-functional teams, breaking down any silo mentality and linking service streams together.

Responsible for a team of 6 Business Readiness managers tasked with delivering major projects for GE Capital, Lloyds TSB, The Highways Agency,EasyCar, Interleasing, Arval (Europe-wide) and The Police contract for North West England.-Collaborated with key external stakeholders to facilitate the change management required during the complex implementations. This involved strict governance procedures required for the Government and Police contracts (including FSA regulations) and further intricacies associated with the Arval European implementation.-Coordinated cross-functional internal departments to ensure the organisation was ready to take on complex and high volume business.-Ensured that the implementations were appropriately governed and that key milestones were achieved, including go-live dates.-Sub contracted to work directly for Stelios within the EasyCar division of EasyGroup over a period of 6-months. Responsible for managing and monitoring the provision of Account Management and the logistics of doing so.