Transitioning strategy into execution. Managing IT Transformation, Operational innovation and delivering positive customer experience.

Joined the Technology Sector Leadership team as Director of Service & Account Development. Driving innovation and change into the wider Public, Envirosolutions and Technical sector GM community, in addition to DHL customers by building customer and product development roadmaps, incorporating DHL’s ‘One DHL Team’ philosophy to support customers’ strategic objectives. Responsible for innovating change initiatives and start-ups associated with delivering these strategic transformational initiatives. Acting as a key interface into the Business Development community, identifying and engaging with central global functions as well as the global technology community to co-ordinate x-border customer growth initiatives. Also working closely with the sector GM’s and Business Development teams to update the wider Technology sector IBP, integrating site specific plans as well as the DHL property strategy.

Embraced additional role as Virgin Account Director reporting directly to the Mobile Sector Director, whilst retaining existing operational responsibilities continuing to deliver previous role. Managing an additional 65 heads responding to Virgin Mobile’s RFP, supporting the Sector Director in the generation and submission of the RFP bid and subsequent innovation implementation and presentations.Initiated work streams with Senior Project Managers to prepare IT, Systems and Operational changes to enable a rapid start in the result of winning the RFP. Implemented new BI solution for Virgin in the space of 5 months based on off-the-shelf solution, justifying business case for senior board members, securing budget and delivering the first reporting dashboard that removed duplication and inconsistencies, which has subsequently been adopted by other areas, accounts and sectors.Completed operational transformation of the Virgin Returns area, relocating area handling 700-900 units per day without any KPI impact and driving a 35% stock cost saving to client.Proposed and implemented solutions to enhance, improve and assist with the Virgin Mobile Customers’ end-to-end experience.Improved both client TRUST and ADVOCACY scores over the previous year, and increased Employee Engagement scores to "World Class".

Reported directly to the Global Operations Director with remit to rebuild failing Managed Services business driving negative impact on the wider business offering. Identified failings in the management, processes and support infrastructure, and rolled out new techniques and improvements, and implemented new management reporting process and structure to monitor output, manage projects, and secure greater customer buy-in. Relocated entire team for 8 weeks without missing KPIs; executed new pricing model and instigated a new culture into the team around transactional thinking; instigated / attended weekly and monthly senior leadership/GM boards to influence change across multi-site operation.Delivered a 350% increase to profit within 12 months, and subsequently seconded to combine another underperforming transactional business, integrating two teams and structures, with clear management responsibilities.

Member of the senior management team at Europe’s largest after-sales service company with direct responsibility for their After-Sales and Service Delivery functions. Led the Group’s global corporate IT management team delivering retail and service solutions for all corporate clients, increasing operational and IT revenue from £30m to £63m in 30 months. Reported to the Chief Commercial Officer and Board of Directors, running a team of 7 Account Managers and 40 staff managing relationships with EE, Telefonica, DHL, Apple, Bell Canada, Sony, Nokia, HTC, BlackBerry and Motorola, handling up to 100,000 units per month. Identified needs and implemented projects for EE (transferring £80m business to SBE whilst maintain 100% operational capability), Telefonica (6000 interactions daily) and Domestic & General (Global Care project delivered into Germany and Spain). Tasked with integrating Service Delivery of EE, Europe’s largest network partner following a successful RFP for Front End IT Services, Quality management, Business Development and Corporate Strategy that realised significant cost savings and efficiencies, and then acted as Account Director for EE, establishing laboratory to investigate failures, and introduced quality standards and dedicated staff to meet EE requirements.Also took on Head of Service Delivery for TEF UK/giffgaff account, overseeing 280,000 return interactions annually for 400 Retail and 12 Customer Centre sites.Key actions included championing mobile diagnostics through test library, knowledge base and SOA framework; developing new digital/eService software products and services including GlobalCare IDT (mobile device diagnostics) and GlobalCare AMS (multichannel repairs and returns); and driving sales activities in tandem with the COO/Board on RFPs. Oversaw existing campaigns to retain/grow key accounts; and developed strategic partner alliances to strengthen the retail solution delivery for major mobile telecoms networks.

Member of senior technical team, reporting directly to the Head of Customer Services, and promoted to manage key global accounts, Orange and 3, and the Irish After-Sales market following successful governance of emerging accounts, O2, Vodafone and Carphone Warehouse. Maintained leading position with all mobile telecoms manufacturers in Service Delivery/Customer Service metrics managed for 4 consecutive years. Established and led Sony Ericsson’s Customer Contact Centre in the UK, as well as with implementing and managing offshore bespoke repair facility for one of the country’s leading mobile networks, handling up to 40,000 units per month.Reduced service costs from £15.5 m to £3.9m in 4 years and stock injection (penalty) costs from £3m to zero in 2 years.Acted as Technical Lead in testing for all Sony prototype devices for the UK market, providing feedback directly to Sweden/Japan, and delegated authority as Head of Technical Support for UK.Seconded to project which implemented quality audit process in China production facility for new devices to minimise quality issues upon product release, and project-managed launch of Polish repair facility with 270 staff, resulting in £5m annual savings.Acted as Sony Ericsson representative at the telecoms industry forum chaired by John Denham.

Recruited, trained and managed team generating monthly technical product fault reports to senior management, both locally and regionally, and aided the development of new business with existing and prospective customers by maintaining an excellent standard of technical support to the local market.Provided verification, training and technical management to all 97 Ericsson advanced level Repair Centres nationwide. Acted as crime liaison point of contact with all UK Police forces to combat cellular fraud.

Led service team of 17 engaged in all aspects of cellular fault diagnosis, repair, installation and maintenance, and oversaw training/integration of Junior Bench Engineers into the team, reporting directly to the company owner on performance and profitability of the Service Centre. Developed repair tracking system to improve turnaround times and continuity.

I served on active and inactive duty all over the world and left with an exemplary service record.