George Clark Email & Phone Number

Bradford, England, United Kingdom

Chesterfield, England, United Kingdom

I joined JCT600 as Customer Experience Manager with responsibility for continuous improvement and process change projects. My first project was within the CSC where I was tasked with streamlining and improving the efficiency of the Group Transport system and processes. I created a fully automated system with an online approval process which has improved the managers’ efficiency tenfold. I also created a proof of delivery app for the drivers to improve efficiency, GDPR and sustainability by removing the need for a paper based process. The unexpected ill health of the Group Transport manager changed the company’s needs and given my knowledge of this area I volunteered to take the additional responsibility for the day to day management of the Group Transport team leading to my current dual role. As Group Transport Manager I have responsibility for all aspects of the day to day people management of the team of drivers (including welfare and performance management), along with operational and budgetary responsibilities for the function. I liaise with dealerships and the Fleet department to facilitate business requirements. I have created a suite of management information reports which have identified areas for further improvement in the function, particularly for our support of the prestige brands, and have identified ways in which to keep costs down while maximising efficiency and ensuring a high level of customer satisfaction. Alongside the Group Transport Manager role, I have continued to project manage a number of business change and process improvement projects, ensuring they are delivered on time and budget with the agreed outcomes. Recent examples of this are the Battery Repair Centre Project in Chesterfield where I am the project lead and the CSC Audit system which I have built to provide live functional reporting for the team using Power BI.

Rotherham, England, United Kingdom

Mid-way through the project, I was promoted to Shift Manager and became part of the Senior Management Team. I now manage 4 Team Managers and have responsibility for 20 Team Leaders and 500 Operatives. I am responsible for all aspects of staff management for the team including recruitment, disciplinary issues and health and safety. As part of the Senior Management Team I have regular meetings with the client and am the point of escalation for any issues. I have overall responsibility for monitoring the project against our delivery obligations and ensuring we meet our SLAs

Rotherham, England, United Kingdom

Within the Operations team, I am responsible for all aspects of the data processing team for a major, national project, from recruitment of the team, creation of procedures, managing KPIs and SLAs through to final project delivery to ensure we meet all internal and client requirements and deliver high levels of customer and business service. I have direct and indirect managerial responsibility for the activities of up to 200 staff (team leaders and operatives) per shift. I have been instrumental in the development of processes/procedures, management information and reporting prior to go live to ensure an efficient start up and quality driven delivery. I have been involved in all aspects of the recruitment of both team leaders and operatives and in the creation and delivery of induction and training to these groups, ensuring they are aware of their responsibilities for the protection of the information which they have access to and potential security threats and concerns. Working closely with the quality team, I am responsible for monitoring, tracking and improving data processing in line with the agreed SLAs. I am responsible for the development and maintenance of fully scheduled and resourced management/project plans that define timescales and production schedules to ensure we meet our contractual commitments to the client.

London, England, United Kingdom

Within the Programmes team of the Customer Relations and Services department, I am responsible for the operational delivery of new initiatives and infrastructure projects which have either been identified by the Landside Operational Management or the wider business. In this role I manage multi-million-pound projects and infrastructure change projects, specifically in the Landside and Heathrow VIP area, which improve passenger experience and safer ways of working to help achieve Heathrow’s goal of being the World’s best airport. I am responsible for preparing the business case for these initiatives, liaising with subject matter experts, negotiating with suppliers, engaging with internal stakeholders and submitting the proposal to the relevant Board for approval and funding. Working with a virtual team of colleagues in project management, development and engineering I take approved projects through the Heathrow Gateway process through all stages of the project life cycle, from G0 to G8, to ensure that all issues and considerations are taken into account, all stakeholders are fully engaged, and all business units are informed and aware of the scope to avoid overlap or conflict issues with the aim of delivering these initiatives on time and to budget.

London, England, United Kingdom

As part of the Customer Relations and Service team, I was responsible for the day-to-day management of the operation which ensured that the maintenance and improvements work for the Landside area of the Heathrow campus were carried out on time and to budget. This included work on all terminal forecourt, all carparks and all Heathrow controlled roads. I was responsible for approving and issuing all Landside vehicle permits, updating the CRS Landside App and Fire and Safety Strategy. I was responsible for creating, reviewing and publishing all Landside contingency plans and was a member of the Incident Response Team. I sat on the Heathrow design board - designing and creating inhouse artwork for Heathrow. In addition to my operational role, I assumed responsibility for the project management of all aspects of major transport initiatives such as the NFL, NBA, MLB and UEFA movements. I am operationally responsible for the delivery of the Euro2020 Operational Plan for Heathrow. Given the delay in this tournament until 2021, in my new role I will remain the key contact on this project and continue to be the key liaison point for Heathrow on this initiative with both UEFA and the Greater London Authority, to ensure the smooth and safe movement of passengers during this event.

London, England, United Kingdom

I was seconded to the Making Every Journey Better team where I worked on continuous improvement projects across Security and Passenger Experience using Lean 6 Sigma tools. I have both led projects and been a member of larger project teams. I have presented project findings to senior executives. I have facilitated training courses for Security Managers.

London, England, United Kingdom

I joined Heathrow as a Security Officer on the Duke of Edinburgh scheme. I had consistently high feedback on my customer service and threat detection rates. I featured on the leader board and received commendations for TIP detection. I have appeared in an article in a national newspaper on working at Heathrow. I graduated from the Duke of Edinburgh scheme in November 2014 and achieved a Gold Award.