I moved to the newly established B2B side of ao.com. I managed the client journey within the Business Solutions pillar. This included placing orders in line with SLA’s, managing the orders through to delivery and providing a full customer journey wrap-around, handling any issues after delivery. This allowed me to build relationships with Supply Chain, Operations, Finance and Logistics. I have been able to utilise skills established in previous roles, like running internal system reports, dealing with failed deliveries and outbound tasks. I made suggestions that resulted in improving processes, lowering failed delivery rates and implementing efficient working practices to meet various contractual agreements for clients.

My role as a Customer Experience Specialist was to communicate with AO customers and delight them by finding a resolution to their query. After being with AO a short time, I moved to the outbound team, where I proactively dealt with any issues/tasks with customer orders, including issues with stock, deliveries, missing information and much more. Care, ownership, and attention were essential to treating every customer like my Nan and making decisions my mum would be proud of. I was dedicated to dealing with failed deliveries and increasing first time delivery success, I look at complex failed deliveries and how to complete the delivery and prevent future failures and cost to the business. I am proud to have played a part in driving down failed deliveries. I suggested improvements and ways to develop the customer journey and our processes, these were implemented as part of new processes which are still seeing results to this day.

As a Delivery Escalation Manager, I was responsible for managing fixed line infrastructure projects that had missed key milestones and were in danger of failing our Agreed Ready For Service (ARFS) date. I managed a virtual team of members from other departments who were allocated to working on escalated orders. I was also an internal escalation point and on-call for 24/7 support. I pushed the escalation through to completion, ensuring I provided productive quality project updates in a timely manner. I set expectations internally and with the client’s key stake holders. To get the project back on track to achieving milestones I worked with partners, suppliers, 3rd parties and internal operational areas to ensure they progress and deliver within the contracted SLA’s. I utilised my virtual team and their network to get results. Due to the pressured nature of the projects, it was important that I understood the impact of the delays and that I was confident and tenacious, doing all I could to meet their needs and add value. This sometimes meant finding innovative methods to solve problems. It could also mean delivering a difficult message to the Client. I built strong working relationships with my virtual team through regular communication, understanding what motivates them and their aspirations. The relationships were built on honestly and openness, I shared regular data and stats around performance and was always clear on the goals. I documented monthly one to one’s and put development or improvement plans in place with SMART targets. Performance was managed against KPI’s, I held weekly catch ups with my virtual team and worked closely with the departmental managers to ensure their workloads were manageable. The team became a sought-after environment, despite being virtual, I was inundated with job enquiries.

My responsibilities were to be the first point of contact for the client. I provided quotations, feasibilities, and delivered against multiple projects. I maintained project trackers, including SFDC, with progress updates and delivery dates, keeping all stakeholders informed. I created and maintained detailed internal client documentation (LWI’s). My role developed into being a Project Coordinator for a major national project to activate 1700 sites. I was responsible for project documentation and managing the work towards milestones. I created and maintained the Project WIP to track all tasks and manage them through to delivery. I kept accurate project documentation, such as, RAG Report, Risks and Issues Log, Change Log and Weekly Project Update. I worked with the Continuous Improvement team to flag where we needed to improve and how we can do so. During the initial project phase, I gathered information and analysed it, which allowed me to implement significant improvements on the second phase. The commercial impact of this work was reported on with the project budget. I created, documented, and rolled out the new processes for ordering and delivering the new product. During the project I chaired multiple internal and external weekly governance meetings and providing internal and external reporting. I also recognised, analysed and managed risks to the milestones. I ensured all work was planned, organised and communicated; keeping everyone informed, managing expectations and meeting client commitments.