From September 2022 to July 2023, my main role concerned committee reporting. I was in charge of collating and presenting the data ready to be analysed and debated by councillors. I was also heavily involved in the creation of new KPIs and alternative target setting for existing KPIs where required. In July 2023, a restructure took place and a dedicated Governance & Performance team was formed. Since this, I have developed my skills in Power BI to create dashboards to help monitor the workload and performance of the Corporate PMO. I have led the creation of a Balanced Scorecard that goes to our Corporate Leadership Team and now will be presented at a directorate level. This will be implemented across all directorates to further enhance the performance monitoring within the Council at both a strategic and tactical level. I have also been a part of the process of creating the new Performance Management Framework for CCC, using my experience to help shape what the culture of performance should look like moving forward for the Council. Within this period I have achieved a Merit grade in a Level 4 Data Analyst Apprenticeship, focusing on how to better interpret and present data to colleagues through tools such as Excel, Power BI and R.

From October to April, my role within the performance team was to monitor the performance of the 5 directorates within the council. I would collect their data and then present it back to them using Excel and our performance management system to communicate where they can improve, promoting discussion within the various teams. This was a vital service to ensure we were giving the best possible customer service to all of our various residents across all our services. From April my job changed as NNC was created and we were driving the process of defining the performance culture and how best to drive that. I was in charge of discussions with various teams discussing their performance indicators, their roadmap for improving in the near future and how best I could help. This required a lot of clear, concise communication both verbal and written to ensure we were all on the same wavelength.

My role at RS was to fundamentally develop relationships with my customers to understand how their business worked, their current pain points and how RS could help address these. I covered 2 districts, each having hundreds of customers in each. Anytime any of these customers had a query or complaint I was their first point of contact. This role has developed my communication skills, especially my listening and questioning. I was trusted from an early period to manage these customers how I saw fit to best benefit the business. Through developing my skills and showing a positive attitude to helping my customers, both of my districts grew during this period in terms of revenue generated compared to last year.

I have a number of different responsibilities. These stretch from running the day-to-day operations in an extremely fast paced environment that changes multiple times a day to leading and developing my trainees into competent employees ready to step into my role. On a daily basis I am in charge of the branch operation plan, making sure all our daily admin duties are completed as a team, whilst providing great customer service and contributing to a great work environment. I have to be a leader in my branch, ensuring everyone in the branch can rely on me to perform my duties effectively whilst supporting everyone else when they require it as a coach and mentor. This job has put a lot of responsibility on my shoulders and I have continued to meet my expectations both in how I performa and how my team develops and performs. In order to succeed I have to use my communications skills with both employees and customers to ensure expectations and standards are clear for all and expectations are correctly set.

As a Management Trainee my role was extremely diverse. My first priority was to provide excellent and efficient customer service to every customer every time. It is a job that has demanded great focus to detail at all times as it is extremely fast paced and requires a lot of hard work as we routinely work 60 hours a week to ensure everyone gets their car on time. I had 3 distinct captaincies whilst at Enterprise: Service, Pended Contracts and Replacement. Each role challenged my problem solving and communication capabilities e.g. making every customer ‘rental ready’ before they come in to the branch to make our service more efficient and working with insurance companies and body shops to get customers cars booked in efficiently. Enterprise challenges me every day and I have learnt how hard work and a positive attitude are absolute requirements to succeed and grow on a daily basis.

Overseeing Membership Engagement projects within the organisation, liaising with different departments in order to upgrade our proposition to our members.