Family mediation is quicker, more cost-effective and less stressful than heading to court for your separation or divorce. Established in 1982, National Family Mediation is the original provider of family mediation. Our network of mediation services, each of which is a not-for profit provider, delivers family mediation in over 500 locations across England and Wales, delivering some 16,000 mediation sessions each year. As a non executive director and trustee of NFM my main duties are:- Ensuring NFM is carrying out its purpose for the the public benefit- Comply with NFM's Governing Document and the law- Act in NFM's best interest - Manage NFM's resources responsibly- Ensure NFM is accountable

Cloud Commerce Group is a WPP owned eCommerce growth agency, built around a core offering of performance marketing and platforms. We help our clients to sell more products, to more people in more places. I was appointed into the role of managing director as part of my remit as Chief Product and Technology Officer within WPP's eCommerce as a Service offering 'Everymile'. Cloud Commerce Group is able to drive the performance of every channel at every stage of the shopping journey through a combination of partnerships across Google, Amazon Shopify and our own proprietary technology within channel and order management. Key elements of my role:- lead a team of c.150 people within the organisation - Continue to protect the existing multi million pound business, with c.650 clients currently being supported by Cloud Commerce Group. - Lead the product vision and development of our proprietary eCommerce capabilities. - Manage a multi million pound investment to transform the business and successfully integrate it into the WPP business. - Develop and deliver on a 3 year revenue and profit growth plan.

As Chief Product and Technology Officer, I led the Technology development for WPP's strategic investment into end-to-end managed service eCommerce- Everymile. Everymile offers brands a fully-managed set of eCommerce capabilities to deliver on their DTC and eCommerce ambitions. The product and technology eco-system of Everymile is vast and covers the complete end-to-end shopping journey: Customer, Media, Experience Management, Front and Back end commerce, marketing/CRM, Customer Service, Enterprise Resource Planning, Order Management, Data Insight, Payments and Supply Chain I have built the product and technology division from a start up to enterprise capabilities, including:- Leading the development of a compelling product vision and strategy. - Overseen the definition and design of a completely new technology platform made up of a combination of in-house development and technology acquisitions with best in class software vendors. - managing a multi million pound technology investment - Successfully led as Managing Director all technology acquisitions ensuring all Everymile technology capabilities are delivered whilst also ensuring the acquired business's remain successful as a standalone business. eg) Cloud Commerce Group has c.600 SaaS customers. - Hired and inspired a multi disciplined product and technology team. - Maintained and led a Technical Design Authority Across the broad technology eco-system of Everymile which incorporates multiple 3rd parties and internal people.

I led one of the fastest growing and dynamic areas of Sainsbury’s, supporting the business in aiming to deliver an exceptional experience for all our customers and colleagues.I was accountable for all customer facing technology products which included all of the brands websites, app’s, in-store digital, MarTech, and contact centres; setting the strategic direction and rigorously prioritising and reprioritising backlogs to ensure cross functional teams delivered incremental value at pace to achieve our outcomes. Day to day I was building, leading and supporting a team of product managers who operate in cross functional teams, alongside technology and UX colleagues, ensuring that our portfolio was representing the voice of the customer and colleague.My team incorporated c.100 product managers , and we worked across all brands and lines of business within Sainsburys (Sainsburys, Argos, Tu, Nectar and Habitat)

I led one of the fastest growing and dynamic areas of Sainsbury’s, supporting the business in aiming to deliver an exceptional digital experience for all our customers. I was accountable for customer facing digital products; setting the strategic direction and rigorously prioritising and reprioritising backlogs to ensure cross functional teams deliver incremental value at pace to achieve our outcomes. Day to day I was building, leading and supporting a team of product managers who operate in cross functional teams, alongside technology and UX colleagues, ensuring that our portfolio was representing the voice of the customer and delivering desired business outcomes.

I was accountable for the definition and delivery of the contact centre strategy across the Sainsbury’s group. The group contact centres handle 22 million customer contacts, have c.3000 FTE, and supports multiple brands. My key deliverables centred around the delivery of a 2022 operating model for group contact centres which delivered significant financial return in the form of cost savings and sales generation; as well as a large uplift in NPS and customer metrics. I led and managed mutli-million pound programmes of work that centre around the following areas: • Customer Contact• Sourcing, location and strategic partners• People• Digital and Technology• Operational Control • Continuous Improvement

I was accountable for the creation and delivery of the Sainsbury’s Group Customer Management Centre (contact centre) strategy. My main two objectives were: 1) To lead all change activities across the CMC; ensuring the CMC had an industry leading strategy that was enabled by a suitable target operating model and service blueprint. These strategies needed to be mobilised into appropriate work packages with effective change governance and best practice. It was essential that the CMC had a culture of Continuous Improvement which my role drove. 2) To ensure that across CMC operations Sainsbury’s Group we were providing customers with leading edge digital customer service solutions, and had an innovative Customer Manager Technology Infrastructure that could effectively support a complex Omni-channel organisation operating 24 hours 7 days a week.My key deliverables included: • Ensuring at least 50% of all contact was served through digital channels• Reducing the overall number of contacts into group CMC’s significantly • Delivering Lean and Flexible numbers and stretch targets• Deliver large returns from an industry leading Continuous Improvement programme • Deliver c.£2.5 million of efficiencies from enhanced technology capability• A significant increase in NPS because of the migration from digital channels• c.£140 million of incremental revenue delivered through digital channels and technology tools• Manage the c.£.4.5 million cap ex budget for Group Customer Management Centres• Manage Opex c.£3million

I was accountable for the strategic development of digital customer services and technology within Sainsbury’s Argos contact centres. The role was specifically designed to deliver a large part of the 3 year contact centre vision, my main objectives were: • Earning the business significant incremental revenue by designing a digital contact strategy that will increase conversion across all digital channels across Home Retail Group. • Ensuring that the majority of customer contacts are serviced on digital channels, and building an effective operating model that support the channels. • Creating innovative self-service opportunities for customers, ensuring they can remain in channel of choice and cater for the move from off-line to on-line whilst ensuring the same level of service historically delivered within shops. • Building on customer journey principles instead of a channel-centric approach, I create tailored personalised experiences that allow customers to channel hop and move seamlessly from ‘online’ to ‘offline’ whilst ensuring conversations and context are continuous. • Making life easy for customers and colleagues alike by developing industry leading technology solutions using agile methodology that delivers a future proofed infrastructure. • Creating a technology and service blueprint strategy that will deliver a ‘networked’ model for Home Retail Group Contact Centres which will incorporate an industry leading approach of where and how contact is managed.

I was accountable for contact centre services across Argos which was made up of c.1500 FTE and handing 8 million contacts per year. I designed the end-to-end customer journey through the Contact Centre and the processes, services and systems that underpinned it. My main accountabilities were: • Overall accountability of Argos Contact Centre service levels and KPI’s. • Managing operational and planning team’s performance. • Mapping all customer service journeys and identifying key moments of truth for customers • Understanding business requirements for the contact centre and translating those into effective contact services. • Organising the plethora of contact channels to best serve customer contact demand, and give the most appropriate personalised service. • Developing a strategic contact strategy and delivering new contact services, especially in the area of real time digital intervention. • Eliminating unnecessary demand and finding value add opportunities for the business. • The provision of customer insight both internally and externally to the contact centre. During my time in this broad role I gained a reputation as an industry expert in developing contact centre strategies and services, specialising in digital customer services such as live chat and social media. I am a popular speaker at contact centre industry events and have appeared at events such as the European Customer Festival and the Executive Customer Contact Exchange. My real time digital contact strategy approach has won awards at industry events and also been nominated as a finalist at the retail week customer experience awards.

I led the Customer Centric Change Programme for Retail Operations. Being responsible for the internal and external voice of the customer as well as the customer development budget and the creation of the customer experience strategy, I ensured that all activities were aligned to the needs and wants of our customers and colleagues. Implementing the design principles agreed by the Senior Leadership Team, I ensured each project was designed, defined and launched into BAU smoothly and as seamless as possible by working closely with the relevant Operations Managers. I also provided a critical support function for the Head of Store Operations.I worked on projects such as a culture change programme, which saught to create a consistent ‘customer first culture’ within store operations. Other projects included a standardised in-store after sales experience for customers countrywide and continuously improving the way we collected and measured customer feedback, including developing a visual customer experience tool, providing a mechanism for two way feedback with colleagues, and developing a web based tool for senior operations to view the latest customer voice in one place.I needed to utilise my sound project management skills alongside my strengths in leadership, negotiation and brokerage to achieve buy-in from Store Teams right through to the Senior Leadership Team to ensure projects ran successfully and become part of BAU.

I led an area comprising up to 900 colleagues over 35 stores of varying sizes with a particular emphasis on driving performance and strategic initiatives to improve business results. I am accountable for the creation and implementation of area business plans and continuously strive to raise performance by reviewing and challenging current business practices to improve efficiencies and the customer experience.I provide leadership, coaching and inspiration to Store Managers to facilitate the delivery of business results with a focus on driving customer service, culture and store standards. My expectations of service throughout all my stores are extremely high and I support store managers to achieve national, regional and area targets by using my exceptional skills in the leadership field. I involve staff at every level to promote the belief that positive customer experiences are everybody’s responsibility.

General store management duties with a particular focus on improving an ‘already thriving’ store and building on great results whilst also playing an active role in the day to day running of the area. This was achieved by implementing a management style that focuses on gaining results through people rather than a directive approach. Key successes under my leadership include: 100 per cent wave in both mainline and jewellery mystery shops, 96 per cent average in mystery shops, no reds on any primary or secondary KPI’s and great results from managers I have coached, set direction and influenced across the area.

General store management duties with a particular focus on turning around what is traditionally viewed as one of the worst stores in the company in terms of results and standards. This was achieved through both a mixture of coaching and direction. I used coaching to support and develop staff within the team and a directive style of leadership was needed to address areas of consistent poor performance. I was successful in turning round the primary KPIs from 3 red, 1 green and 1 platinum to 1 red, 1 green and 3 platinum within an 8 month period. I also achieved 67 per cent engagement which had been zero the year prior to me managing the store.

General store management duties with a particular focus on guiding an old traditional superstore through a major refit whilst continuing to achieve great results and customer service. During my time at Hanley, I took the store from 24th to 1st on the KPIs. The store also became a ‘Centre of Excellence’ which meant that all KPIs were achieved, operating and HR standards were both over 85 per cent and the store had 92 percent engagement – the highest on the area.

General store management duties with a particular focus on face-lifting a newer store that had previously been neglected both cosmetically and operationally. I achieved this by promoting a positive energy and focus amongst team members to gain commitment and ‘buy in’ to getting Winsford back to number 1 on the area – which I did.

General Stock Management Duties with a particular focus on leading the team through a complete management change (store manager on long term sick leave and other 2 managers left the store) and also a huge stock room extension. The staff struggled with an amount of change they were not used to after having the same management team for over ten years and I helped them adapt to this by using my people skills and encouraging communication at every level.

General Sales Manager Duties with a particular focus on effectively launching a new store as part of the wider management team and achieving all sales and add-on sales targets.