As part of my job responsibilities, I am responsible for the overseeing the CSI delivery business projects and make sure they are completed within the allotted time and budget whilst maintaining the company's, Health & Safety and regulator standards. To achieve this, I establish a project governance framework and prioritise projects based on the business's short- and long-term goals. I also ensure that the right people have access to the necessary information to make informed decisions and report on overall project progress and health, including milestones, deliverables, and financial data. I analyse financial data and generate reports that meet client and account requirements. I monitor project risks and progress on mitigating these risks, drive operational efficiency and project performance, and ensure that projects stay within the planned budget and timeline. I collaborate with other department leaders to define, prioritise, and develop projects. In my role as Head of CSI delivery, I plan project management by setting deadlines, prioritising tasks, and assigning team members to various deliverables. I oversee the development of each project, ensuring that team members perform their tasks efficiently while upholding the company's standards. I also create new and improve existing project management policies and processes and continuously evaluate projects to ensure they meet our standards, adhere to budgets, and meet deadlines. I accurately document project tracking, manage day-to-day activities, and guide policies and processes. I oversee project management staff and collaborate with other department leaders to develop projects and programs. Ideally, I also display strong leadership and communication skills, am well-organized, and able to work under pressure.

Operation and People Management• Leading the Government & Defence helpdesk/contact centres, resource management and administration to deliver to targeted KPIs and avoid financial penalties, leading a team of seven Service Delivery Managers.• Running the contact centres to meet the defined SLAs and meet the customer’s expectations• Establishing and managing a strong working relationship with the contract account teams, providing insight and identifying and embedding operational efficiencies• Driving consistent behavioural standards across all parts of the operation, supported by the Team Leader Reset - empowering our leaders to make the right decisions for our people in line with legislative requirements • Attracting and developing the best talent to create high-performing, motivated teams with a drive to succeed and an authentic culture.• Creating and operating a Centre of Excellence for Helpdesks and Administration, maintaining compliance standards with ISO, SFG20 and CCS Frameworks Customer Experience & Innovation• Driving customer experience awareness across the business and being an advocate for all our customers both internal and external• Actively contribute to the wider business Customer Excellence initiatives• Introduced a consistent customer complaints process and resolution mechanismBusiness Growth• Actively seeking opportunities to deliver efficiencies, creating a proposal to save the operation £300k by restructuring internal delivery teams • Driving wider adoption of the helpdesk and admin services across the Mitie group • Identifying where services are best delivered to achieve KPIs – for example, realigning PPM delivery into the contract account teams from the centralised helpdesk – always making the right decision for the business

My main goals for improving overall efficiency in our operations were as follows:• Ensuring that our RAC resources attend to customer needs accurately on their first visit to minimize repeat visits and improve customer satisfaction.• Developing innovative strategies to control spending on sub-contractors. We identify areas where we can intervene to reduce costs and enhance customer satisfaction.• Proactively communicating with our customers to achieve a balance between business objectives and customer satisfaction.• Encouraging the benefits of our membership program to meet the needs of our customers and provide them with fair treatment.• Meeting and exceeding regulatory requirements such as FCA and TCF through a documented and auditable methodology approach.

I was responsible for overseeing the operational performance of the Birmingham Motor Claims Contact Centre, which involved contributing to the business strategy. I led a team of 100 staff and provided coaching and mentoring to team leaders and managers. By analyzing customer feedback, I was able to identify trends and behaviours and implement improvements to the 'Claim's Life Cycle' for non-complex claims, reducing the average time from over 30 days to 10 days from the notification of the claim. I also analyzed data to identify areas for improvement, which led to the development and implementation of a Third-Party Claims Management Team. This resulted in a £4.6 million saving in the first year of operation. To improve customer satisfaction, I developed and implemented a training plan. I delivered performance status reports on quality assurance, future developments and KPIs while ensuring regulatory compliance.

As the leader of the national 24-hour contact centres for road and home emergency services, I had overall responsibility for the operations. This included managing a large and complex budget of up to £10 million and ensuring that the benefits offered met the needs of our customers, leading to maximised sales revenue. I managed, led, and developed teams of up to 150 people through my 12 direct-line reports. To ensure consistency across the site, I oversaw customer standards, regulatory compliance, internal and external policies, processes, and procedures. I also took the lead in implementing change programmes for the AA's flagship emergency breakdown contact centre in Oldbury. This included designing and implementing a new performance management process, as well as embedding a robust absence and behaviour management process that resulted in a clear balance between meeting the operational budget while delivering an excellent customer experience. To reward our people fairly, I led the design and implementation of incentive structures. Additionally, I made sure to embed a "Treating Customers Fairly" (TCF) culture in the organisation through process, people, and business reviews. Finally, I managed high-risk, media-sensitive complaints to ensure the right outcome for the customer while protecting the brand.s reviews. Finally, I managed high-risk, media-sensitive complaints to ensure the right outcome for the customer while protecting the brand.

As the person in charge of the AA emergency breakdown contact centre out of hours (9 pm - 7 am), I took responsibility for ensuring that all operations ran smoothly. I led a team of 30 customer advisors and scheduling specialists, providing guidance and support as needed. To ensure that we met our KPIs for quality, productivity, and sales, I regularly reviewed and analyzed management information. When I identified areas of underperformance, I developed plans to address them. This included creating individual performance improvement plans and promoting good coaching practices and training support for front-line managers and staff. I also prepared business cases that took into account the cost of the initial investment and the expected return on investment. These cases were presented to all levels of management, including directors. It was important to me to ensure that all activity was conducted in accordance with FCA regulatory requirements.

I was promoted to Team Manager after only two years of working as a customer service advisor due to my exceptional leadership abilities and aptitude for comprehending complicated business data. During my tenure as a Team Manager, I managed teams of 12 to 15 customer service advisors at the AA Contact Centre.