James G. Email & Phone Number

Hook, Gb

• Responsible for the performance of over 120 employees across UK, Scandinavian and USA locations• Business owner of 4 brands sales and service targets • Readjustment in team strategy seeing an increase booking conversions• Completion of a restructure throughout the customer facing business areas whilst still seeing an increase in the teams satisfaction scores• Implementation of new teams to increase conversion levels within the sales funnel, which saw an increase in… Show more • Responsible for the performance of over 120 employees across UK, Scandinavian and USA locations• Business owner of 4 brands sales and service targets • Readjustment in team strategy seeing an increase booking conversions• Completion of a restructure throughout the customer facing business areas whilst still seeing an increase in the teams satisfaction scores• Implementation of new teams to increase conversion levels within the sales funnel, which saw an increase in conversion• Embedding a culture change across the two UK locations to more sale focused and results based. The entire sales teams are fully engaged with and now welcome change• Full re-design of the on boarding process ensuring more relevant assessments are conducted which has seen the quickest on boarding our division has ever completed. Halving the time and seeing margin produced earlier • Key stakeholder in the current re-design of the sales frameworks embedding sales transformation, ensuring the ideas started from within the team • Implementation of one knowledge base and educational platform across all UK, Ireland and Scandinavian brands for quick reference to increase sales conversions.• Alignment of sales, operations and customer relations processes and procedures across multiple source destinations• Design and implementation of the Business Continuity Plan for the Coronavirus outbreak. Setting up 104 remote workers and designing a daily and weekly structure which include virtual updates and staff engagement and development ideas Show less

Crawley, West Sussex, United Kingdom

• Merging sales, aftersales, operations, overseas and customer relations into one team to create a true end to end customer experience, ensuring a superior customer journey• Implementation of a lead management tool which has seen conversion increase by 5 percentage points• Innovative directional selling and customer retention commission schemes launched aligned with commercial strategies Highest staff survey results witnessed after a period of change management showing strong leadership… Show more • Merging sales, aftersales, operations, overseas and customer relations into one team to create a true end to end customer experience, ensuring a superior customer journey• Implementation of a lead management tool which has seen conversion increase by 5 percentage points• Innovative directional selling and customer retention commission schemes launched aligned with commercial strategies Highest staff survey results witnessed after a period of change management showing strong leadership capabilities and high levels of communication techniques• Merging of two sales and aftersales teams allows for flexible resourcing and greater efficiencies • Feefo, Trustpilot and NPS remained high after the removal of our overseas concierges • Implemented the Trusted Advisor strategy, one point of contact, to further enhance the service level Show less

Crawley

I managed the sales and service centre for Sovereign Holidays, with full accountability for the margin generated, service level provided and overall call centre budget. I led a management team who had the responsibility of twenty-four agents who were measured daily against key business KPIs.In addition, I had a pivotal role in the single customer view of our brand along with customer relationship management. I identified trends in customer booking patterns and analyse the data in order… Show more I managed the sales and service centre for Sovereign Holidays, with full accountability for the margin generated, service level provided and overall call centre budget. I led a management team who had the responsibility of twenty-four agents who were measured daily against key business KPIs.In addition, I had a pivotal role in the single customer view of our brand along with customer relationship management. I identified trends in customer booking patterns and analyse the data in order to present the findings to steer commercial decisions and direct marketing campaigns. Since January 2017 I implemented new processes and projects in order to enhance the effectiveness of the call centre which saw an increase in conversion levels, especially across the direct route to market. • Drive sales and service KPIs• Effective communicator • Key stakeholder engagement • Data analysis• Commercial acumen• Direct marketing principles• Project and new process delivery and implementation• Presentation delivery• Role model for change Show less

Reading, United Kingdom

Anesco were recognised by Sunday Times Fast Track as the UK’s fastest growing private company.The role involved working with Chief Executives from organisations with high yearly energy spends. I set the commercial terms and negotiated the contracts with the organisations to enable Anesco and our funders to deploy energy saving measures across their portfolios. The funding investment required ranges from £500,000 to £10,000,000.The ESCO model is new to the UK market and required… Show more Anesco were recognised by Sunday Times Fast Track as the UK’s fastest growing private company.The role involved working with Chief Executives from organisations with high yearly energy spends. I set the commercial terms and negotiated the contracts with the organisations to enable Anesco and our funders to deploy energy saving measures across their portfolios. The funding investment required ranges from £500,000 to £10,000,000.The ESCO model is new to the UK market and required a consultative approach. The role demanded excellent communication skills at board level. Attention to detail was paramount to ensure the projects could be funded and that the funder receives a return on investment. Business acumen was crucial at all points during the process as the role required the ability to balance the financials and timescales of the project between Anesco, the client and the funder.For each project I managed a team of people from sales to legal and technical to commercial• Commercial negotiations• £25,000,000 funding budget• Entry at Chief Executive level• Board reporting• High level customer engagement• Closing the sale• Consultative sales• Legal understandings Show less

Reading

I worked for Anesco who are a Green Deal Provider (GDP) where I was personally responsible for developing relationships with clients who require access to ECO funding, I managed a customer funding portfolio split across multiple funding streams. My main responsibilities were to allocate funding to Anesco's installers across the UK and ensure delivery targets were met and upheld by my accounts.

Crawley

I was responsible for the sales results within the South East of the UK along with the TUI Mainstream account. I managed the relationships with retail travel store owners and consortiums to seek out opportunities for our travel brands and to win new business in a competitive market. This involved commercial negotiations around commission and incentive structures.I was responsible for our largest trade account, TUI (Thomson and First Choice) for the UK market. This involved managing… Show more I was responsible for the sales results within the South East of the UK along with the TUI Mainstream account. I managed the relationships with retail travel store owners and consortiums to seek out opportunities for our travel brands and to win new business in a competitive market. This involved commercial negotiations around commission and incentive structures.I was responsible for our largest trade account, TUI (Thomson and First Choice) for the UK market. This involved managing the yearly budget to drive sales performance, day to day commercials, KPIs, strategy & marketing planning and incentives. There was a high level of customer engagement required on launching the new Hayes & Jarvis website.I also managed the yearly budget for marketing and promotional events as well as hosting overseas educational experiences for groups of up to 50 people with myself as the lead host. In 2013 I won the award of ‘Leisure Travel Representative’ for 2013 from the Advantage consortium. Previously in my role I have recruited, trained and opened Crystal Retail stores, giving a total of four retail sites with 16 staff which I managed. Managing the Crystal Retail stores gave remote management skills and also the opportunity to work in an Omni channel business. • • Managed largest trade account (TUI)• KPIs and P&Ls – Opportunity, strategy and implementation• Launching online social media presence• Commercial negotiations and future opportunities• Managing key relationships externally for business growth• Planning and delivery of 8 company road shows to over 600 travel staff• Opened and managed 4 Crystal Retail locations Show less

South East Uk

My TUI journey started in 2007 whilst booking my own ski holiday in one of the travel shops - let's just say I caught the 'Travel Bug'​As successful store manager within the TUI Retail I was given the opportunity to assist on a trial of becoming a 'Town Manager. This involved running a First Choice & Thomson store within the same town. The trial was a success and both stores hit annual targets with a combined turnover of 6 million pounds. I was accountable for 15 members of staff… Show more My TUI journey started in 2007 whilst booking my own ski holiday in one of the travel shops - let's just say I caught the 'Travel Bug'​As successful store manager within the TUI Retail I was given the opportunity to assist on a trial of becoming a 'Town Manager. This involved running a First Choice & Thomson store within the same town. The trial was a success and both stores hit annual targets with a combined turnover of 6 million pounds. I was accountable for 15 members of staff, which included managing experienced sellers and staff conducting modern apprenticeships.Extra regional responsibilities include being the regional trainer which involved rolling out new business updates in a classroom setting to all of the region, along with planning and conducting TUI's two week induction programme for up to thirty candidates at a time.In addition, I was the regional representative for the Specialist Holidays Group and had the responsibility of the region hitting passenger number targets across the seven brands of: Hayes & Jarvis, Austravel, Jetsave, Citalia, Sovereign, Meon Villas and Crystal Show less

Education record

Mechanical Engineering