Warbble was founded in a well-known coffee shop in June 2015 and since then has grown from a customers needs idea start-up to a revenue generating platform, with customers located in Pakistan, the Middle East, Ireland and the Caribbean. Our headquarters are located in the Guinness Enterprise Centre in Dublin with an ever-expanding 20-person team of developers, designers, marketers, sellers and social creators located around the world.We are part of the New Frontiers Entrepreneur Development Programme, are an Enterprise Ireland HPSU client company and are supported by the Guinness Enterprise Centre and Dublin Business Innovation Centre.As Chief Technology Officer and technology geek, I am a multi-linguist of technology-driven business and manage multi-disciplinary projects including a team of software developers. As a “Warbbler” I thrive on the daily challenges that working in a start-up brings to my role and how every day is a different adventure than the last. Interested in finding out more about Warbble then check out our website at www.warbble.com, follow us on Twitter at @WarbbleHQ or like us on Facebook.at www.facebook.com/WarbbleHQWarbble – Social Media Management, Simplified

Created and developed training for a new Fixed Acceleration Technical Support Desk for specialised support for new products being launched. • Phase 1 of this project is currently in progress.• Worked with subject matter experts to create the content.• Created the training through a mix of classroom, online, scenarios and anecdotal stories.• Developed a post-training coaching plan using scenarios, remote listening to calls and desk side coaching.• Training is developed to work in a SharePoint system to allow easy access to content after training is completed.• Developed processes and updated training portal with new eLearning modules.

Managing the hiring of team coaches and reviewing their performance.Managing 6 team captains to put out teams for matches each week.Meeting monthly to discuss the running of the club.

I took over this role while the it was being opened up to interview. Day to day responsibilities were to manage my team for attendance, performance and scheduling future rosters. The call queue was important to make sure that they answered all calls within 60 seconds and this was a challenging target. I liaised weekly with the call coaches to get their insights on the performance of my team and to create action plans to remedy any skills gaps.

My roles were to manage call quality and to upskill new and existing agents through desk side and room training. If there was a gap identified through quality or from a Team Leader I would produce a training session and work with the agent to make sure that they were able to understand their skill gap. I was also a point of contact for customer escalations. I would take the call from the agent and work with the customer through to resolution. I also worked closely with our Care and Sales teams to help them work through their escalations.

Taking first line calls to assist BT's consumer broadband base. I also during this time looked after email support and customer escalations. I was also used as a point of contact when Team leaders were unavailable for employee rostering & absence, customer escalations and queue management