End-to-end responsibility for thebigword’s Interpreting business in the UK. Management & strategic planning of global offices in the UK & India Strategic point of contact for Central Government Stakeholders Ownership of Budget, P&L, Operations, Client Relations, Recruitment and Finance

Led a team dynamic team of Global Customer Success ManagersEnsured 100% client retention thorough a 12-month periodKey point of contact for Global Client relationshipsImplemented a programme of change to improve service delivery & contractual fulfilment

Lead a team of 6 Public Sector Account ManagersKey point of contract for Central Government Clients and key UK Police ForcesOwned the implementation cycle of new client relationships

Delivered language services in line with contractual obligations to an £15m portfolio of Public & Private Sector clients.Monitored and managed contract expiry dates, processed contract extensions, and collaborated with our internal Bid Team on tender responses.

I was responsible for ensuring that we delivered languages services in line with our contractual obligations to our portfolio of Public & Private Sector clients. Monitor and Manage contract expiry dates; process contract extensions and collaborate with our internal Bid Team on tender responses. I assisted the Account Director with team mentoring support, systems training, MI generation and general queries.

The London based localisation team was responsible for working with large value projects for some of the businesses more strategic clients. They were industry experienced senior project managers whose knowledge and instinct ensured we delivered the very best in quality to our clients in a collaborative manner.

Alongside our London Team I managed a group of experienced localisation project managers undertaking work for their clients across Europe and in their mother-tongue.

During a secondment to New York, North America I lead our New York based team of localisation project managers, their clients and programs of work during a period of growth.

I managed a team of Multimedia Specialists who navigated any multimedia & DTP content within the Translation life-cycle.

In the UK I managed a team of coordinators in a fast paced environment which were disengaged and struggling to achieve basic KPI's* Provided insight into performance to encourage a sense of accomplishment * Delivered best contractual performance in over 12 months in May 2016.

I was Seconded to our New York Office in an advisory position during June & July of 2016 to assist with the development of thebigword’s Interpreting services.

I undertook management of the Retention Department in September 2014. A team of CEA's whose remit is to retain 1000 customers per month. Agents will attempt to identify why a customer wishes to leave through effective questioning and investigative account research.Strong objection handling techniques are key, as are good general customer service skills.Day to day staff management based around ensuring CEA's realise their KPI's, deliver and adhere to their schedule, understand service levels and the impact and influence they have upon it. Coach, feedback and improve on their "Call Quality" Regular 121's, Team Meetings, Coaching sessions probation reviews.The daily checking and understanding of relevant MI is key and an important part of my reporting mechanism to my Operations Managers and client representatives.in April 2015 I took managerial responsibility for a complex non voice area which was struggling to reach Service Level andunable to work effectively as a team:* Reduced outstanding cases from 2500 – 900, a 42% reduction in 3 months.* All 7 work queues within 24hr & 48hr SLAs thus fulfilling contractualobligations, reducing repeat customer contacts, escalated cases and high-levelcomplaints.Awarded Manager of the year for the period September 2013 to September 2014.

Customer Services Team Leader at Capita Customer Management. I managed several teams of "Customer Experience Agents" (CEA's) at the in-bound Customer Service Department whose agents handle a range of customer inquiries, including; Package changes, features changes, payment options, billing inquiries and Home Moves.Day to day staff management based around ensuring CEA's realise their KPI's, deliver and adhere to their schedule, understand service levels and the impact and influence they have upon it. Coach, feedback and improve on their "Call Quality" Regular 121's, Team Meetings, Coaching sessions probation reviews.Experienced in working with Fixed Term Contracts (FTC) and redeployment across the business - in some cases contract Termination. Rolled out a training course for a specialist team of CEA's whose sole responsibility was to handle inbound calls of a "Provisioning" nature. In close contact with our client I designed and wrote training material. I delivered the training courses to the relevant agents during core business hours whilst ensuring service levels were not impacted.

Achievements• I opened up lead sources into wider geographical areas, which gave the firm national coverage and maximised potential business.• I converted a dysfunctional sales team, with little motivation or respect, in to a committed and highly achieving team. I was proud to lead the team to their best performance to date in May 2012.Duties and Responsibilities• I was appointed Quotes and Sales Team Manager, with the remit to develop and grow the Quotes Team.• I simultaneously worked as Business Development Manager to continually source and purchase data for cold/warm calling opportunities.• My core business responsibilities were to ensure that the team members worked hard towards and achieved their individual and team KPIs.• I was instrumental in developing and building a team from five to ten members. I achieved this by actively recruiting both independently and via local recruitment agents. I directed the process through selection, interview, induction and training.• I regularly conducted individual supervision, annual appraisals and ongoing staff development. On occasion, these processes highlighted underachievement which necessitated me to lead disciplinary hearings and dismissals for a number of individuals.• Daily engagement with team members and positive reward for hard work drove motivation, which in turn led to consistent over achievement of individual and team KPIs.• I forecast and re-evaluated sales figures daily to ensure that individuals and the team reached their KPIs. • I managed the distribution of work into the legal team by daily collaboration with their team manager. • I proactively contributed to weekly management meetings, enabling me to be commercially aware and insightful to the impacts of work flow on the other departments.• I regular provided essential communication with the firms Directors, supplying them with daily sales figures, monthly overviews and continuous forecasting (either written or verbal).

I took a career break to undertake the day-to-day care of my daughter Rosie, who was born with a complex medical condition. As she grew older she no longer needed a high level of care, which rewarded me with the opportunity to return to work.

• I enjoyed success with law firms such as Hethertons LLP, Shulmans, Irwin Mitchell, Hunt Kidd, Severn Trent Water (Searches), KSH Law Firm and Hippd (UK) Ltd. The latter grew to be my top performing account and delivered £225,000 of revenue in the first 12 months of business.• I won back a large account, which had moved to another supplier prior to my arrival, due to previous poor experience with the firm.Duties and Responsibilities• I joined OneSearch Direct as the North Eastern Regional Manager reporting directly to the National Sales Manager. The position consisted of 70% account management and 30% sourcing new business.• I managed a portfolio of clients in the North East that delivered revenue of £750,000 per year. I was required to maintain and grow these clients through recognition of their needs, understanding their business and identifying opportunities to grow their accounts. • I held regular meetings, organised training sessions, lunch meetings, CPD seminars and entertained some of my larger clients at our Head Offices in Glasgow. • I joined weekly conference calls, monthly sales meetings, contributed to the company magazine and organised a trip to Barcelona for the sales team in recognition of our achievements.

I incorporated Xpercheck in October 2005 to act as a freelance consultant in the credit reference industry and increase my earning potential.I re-establised my relationship with N2 Check (previous employer) and consulted on their behalf selling their online credit information products.I generated my own leads via previous commercial relationships and telemarketing. I also received appointments from N2 Checks telesales team on a regular basis.In the 18 months I consulted I built a client base that delivered £32000 profit per year and was experiencing growth. I ceased to be involved with N2 Check when they were acquired by Dun & Bradstreet in April 2007.

I was employed by ICC Information Ltd to cover the Northern Sales Territory reporting directly to the Head of New Business.My role included attending new business appointments (generated by an internal telesales team and from weekly cold calling days held at offices in Hampton) with a view to promote and sell their internet based suite of Commercial & Consumer Credit Reports.Due to the size of the geographical area I covered organisation of my time was paramount. The majority of my time spent during working hours involved driving to and attending appointments; although I did spend some time most evenings and weekends completing necessary paperwork.I enjoyed success with my role and attended monthly sales meetings and internal training programmes. I built strong relationships with my colleagues & clients alike.

I was employed by N2 Check working within the Northern Sales Territory. My role included attending new business meetings generated by their internal telesales team and achieving a monthly new business target of £20000.Due to the large geographic area I covered (North West England & Northern Ireland) organisation of my time was imperative. Although my time spend during the day involved driving to and attending appointments I spent time most evenings and weekends catching up on related work.I was pleased with my performance having met and over achieved the targets set for me.I prided myself in the relationships I built with staff members and my client base.Some of my successes included Reebok International Ltd £20000, Woolworths Plc £10000, Acheson & Glover (N.I) Ltd £10000, CMA CGM Global Shipping £5500 and Travel Counsellors £5000.

I was employed by Equifax from January 2002 working in the Commercial Line of Business. My Role as Territory Manager included managing 50 live accounts in the Yorkshire Regions. Many of these accounts expired on a monthly basis, which I then renewed with growth. My new business targets rose from £8000 to £10500 per month which I constantly met and over achieved.I held strong relationships with ARCO Ltd (Annual spend £32000), Kingfield Heath Ltd (Annual spend £36000), Eyre & Elliston Ltd (Annual spend £16365), Portfield Financial Services (Annual spend £8000), Debt Managers (Annual spend £21000) and Economatics Industrial Ltd (Annual spend £14000).My greatest success was a £20,000 contract with Insight Direct Ltd. Insight Direct was a client of Dun & Bradstreet (our biggest competitor at the time) the contract came to fruition in September 2003.Before joining Equifax I knew little of the Credit Reference Industry but after attending the relevant in house training courses at our Head Office in London I was pleased to score 96% overall.During December 2003 I was asked to act as Team Leader within a self managed sales team. This gave me the opportunity to experience management first hand. The role included monitoring my colleague's performance, hosting daily and weekly conference calls and meeting deadlines set out by senior management. As a team we demonstrated a high level of achievement and were rewarded with an all expenses paid trip to New York.My regional manager carried out an Annual Appraisal of my work in December 2002 and 2003. I was pleased to receive an above average ranking and look forward to continued challenges and development in the future.