Define, develop and operationalise the BT “in-home” services strategy by creating a scaled capability to support both the core business and 3rd party partners who have in home service needs. Build the capability and then operationally manage the channel in life.Achievements1. Developed a transformational end state vision for BT’s “In home” services 2. Implemented a robust plan to build the process, systems, propositions and people capability to be able to launch new In… Show more Define, develop and operationalise the BT “in-home” services strategy by creating a scaled capability to support both the core business and 3rd party partners who have in home service needs. Build the capability and then operationally manage the channel in life.Achievements1. Developed a transformational end state vision for BT’s “In home” services 2. Implemented a robust plan to build the process, systems, propositions and people capability to be able to launch new In home services capability in July 2019 3. Launched in home services "Home Tech Expert" capability within 12 months from agreeing concept4. Managed both the sales and service channels to deliver amazing NPS and build the foundations of a new sales channel5. Developed and operationalised the in life model to be able to run the channel. Show less

The role of Director, Customer Services is one that requires a varied skill set, with high focus on the overall end to end customer journey, service managing all of our CP customers and effectively managing a large desk based organisation (+ 2000 FTE) who serve the needs of our customers. An essential part of this role is a building and maintaining constructive relationships with our customers and driving a positive service agenda across Openreach and the wider telecommunications… Show more The role of Director, Customer Services is one that requires a varied skill set, with high focus on the overall end to end customer journey, service managing all of our CP customers and effectively managing a large desk based organisation (+ 2000 FTE) who serve the needs of our customers. An essential part of this role is a building and maintaining constructive relationships with our customers and driving a positive service agenda across Openreach and the wider telecommunications industry. Whilst firmly maintaining a high degree of focus on customer experience it is key to be able to transform the organisation so that it is able to deliver significant financial & long term customer benefits. Therefore a key part of this role is preparing Customer Services for the future is in order to revolutionise how we operate and the service delivered to our CP customers to improve the end customer experience. Early core deliverables included, • 20%+ efficiency delivered in Year 1• Service improvements across a range of key customer priorities Show less

In March 2013, I took on the role of Director for National Operations & TV (NO&TV). This was a substantial role leading a dedicated field workforce (approx. 4000 engineers) in order to drive forward deployment of customers on to our fibre network. This new workforce was created with a specific skill set tailored in order to successfully deliver Fibre and TV services across the Openreach network. Core deliverables included, • Over £10m saving to the business achieved… Show more In March 2013, I took on the role of Director for National Operations & TV (NO&TV). This was a substantial role leading a dedicated field workforce (approx. 4000 engineers) in order to drive forward deployment of customers on to our fibre network. This new workforce was created with a specific skill set tailored in order to successfully deliver Fibre and TV services across the Openreach network. Core deliverables included, • Over £10m saving to the business achieved through efficiencies• + 30% service improvement delivered in year 1• Highest ever engagement score (>80% of people engaged) achieved in a field operational team• Winner of the “Best application of Technology” award from the Institute of Customer Service for rollout of 15000+ smart devices which enabled Openreach to revolutionise work distribution to engineers which drove significant customer and financial benefits. Show less

As an operational General Manager for the North West region, I was responsible for driving service for the North West customer base which included both rural and urban areas. This role required delivery of significant efficiency benefits and continuous quality improvements in order to improve the customer journey.Improvements were achieved whilst managing complex repair workstacks and provision lead times to achieve a delicate balance between performance, engagement and service. Large… Show more As an operational General Manager for the North West region, I was responsible for driving service for the North West customer base which included both rural and urban areas. This role required delivery of significant efficiency benefits and continuous quality improvements in order to improve the customer journey.Improvements were achieved whilst managing complex repair workstacks and provision lead times to achieve a delicate balance between performance, engagement and service. Large scale recruitment and management restructuring formed a key part of this role, supporting the overall success of the patch through delivery improvements and ensuring our people had the right skills to deliver in their role. Core deliverables included, - Substantial efficiency gains - driven by a 20% improvement in productivity (a key metric reflecting engineer output per day)- Driving up employee engagement results by 29% (2.8 to 3.6)- Overhauled the leadership team by 75% in order to create a different culture which delivered consistent service to the customers in the North West.Improvements and performance gains enabled by driving a complete overhaul of the senior team in the patch, as well as recruiting to a specific skill sets which facilitated the productivity improvements as well as putting in place a strong backbone which could be built on for the future. Show less

Leading a team of 600+ onshore and offshore desk based repair agents, this role was my first as a General Manager within the organisation. In this role I focussed both on in year transformational benefit delivery and longer term proactive planning.Focus was also maintained on the future of the business unit and as such I developed a blueprint for an overall transformation of the organisation, which later became the Diagnostic centre of Excellence (DCoe) for Openreach Service Delivery… Show more Leading a team of 600+ onshore and offshore desk based repair agents, this role was my first as a General Manager within the organisation. In this role I focussed both on in year transformational benefit delivery and longer term proactive planning.Focus was also maintained on the future of the business unit and as such I developed a blueprint for an overall transformation of the organisation, which later became the Diagnostic centre of Excellence (DCoe) for Openreach Service Delivery. - Delivery of a 25% efficiency benefit, equivalent to a £3M saving overall.- Consistent delivery of customer KPIs including calls answered, one contact resolution and quality of updates Show less

Following my role as Head of Business Planning, I was asked to lead a new Real Time operational function within Openreach as Head of Real-time Performance. This role was challenging and fundamentally a strategic role which included the implementation of a new Workforce Management System (Genesys). The successful deployment of a suite of systems and careful implementation resulted in a direct benefit of £2m OPEX reduction through more efficient and accurate workflow management.

On the creation of BT Openreach I moved into the role of Head of Business Planning within the Service Management Centres (SMC). Core work areas included, proactive planning for new functions within the SMC, delivering successful expansion of Service employees (400-2000 FTE), people engagement and motivation and delivery of core KPIs within the organisation.

Joined BT as a graduate and held a wide variety of roles covering change, programme management and tactical resourcing.