John Downing Email & Phone Number

Wolverhampton, United Kingdom

Leading the transformation of Balfour Beatty customer service to achieve sustained average 9 out of 10 satisfaction scores ensuring that our client National Grid is the foremost Utility company in the UK and beyond.This is an 18-24 month project from inception to close and includes...- End to end customer journey value stream mapping- Voice of the customer feedback sessions- Review quick wins gathered from working sessions and implement to gain maximum early momentum - Implementation of a high level project and master schedule- Setting up a full Programme Management Office- Detailed master scheduled for each improvement workstream area- Balfour Beatty change protect leads and consultant support for each workstream- Agreed business ownership with time bound activity and delivery - Working document of issues and risks with appropriate escalation routes- Engagement events and plans to ensure wider business are aware and can support the project as necessary- Deep dive analysis and activity in each workstream - Identifying key success criteria and measures - Practical problem solving within workstreams ensuring issues tackled have the biggest impact- Making measures live within each workstream through short interval control methodology - Ensuring measures directly relate to the overall project purpose and stem from work completed in each area- Full supporting governance frameworkIt is my remit to ensure the effective and efficient delivery of this major strategic change in order to increase customer satisfaction scores to 8.50 by March 16 and 9.00 by March 17 - in addition to reduce customer complaints based on 2013/14 by 35% by March 16 and 50% by March 17

Wolverhampton, United Kingdom

Customer and Engagement lead across numerous key gas and water contracts in the midlands and north of England inc £1.5bn 8 year National Grid Gas contract, United Utility Water, Yorkshire Water, Anglian Water and Bord Gais.Complaints resolution and Enquiry resolution - head of multi function multi site transformation of contact centre into a single sited homogenous team. Making life simple for our customers by transforming our complaint and enquiry resolution from failing call centre. Change included recruitment of a brand new team, refurbishment of old to new office, introducing new processes and procedures, introducing new and effective CRM system and ensuring great MI to drive performanceJointly led process and behavioural change strategy around BB gas domestic connections offering - this has involved fundermental changes to processes including taking front end client activities into BB as well as successfully implementing and cutting edge behavioural change techniques throughout every level of the connections team. The change has been so all encompassing that it has also led to fundermental changes to the way we charge and make money requiring negotiation of commercial and contractual reopeners.Held up by client and internally as the blueprint for success and widely touted as the most collaborative strategic change project seen to date - all involved can be proud that customer satisfaction ratings/scores have increased from 7.48/10 in April 2013 to the current all time high of 8.36/10 - sustainable change does not stop and we aim for 9.00 by 2017/18.

Warwick

Implemented own Customer Strategy taking concepts and turning them into sustainable reality across process and functional matrix. Process redesign through customer journey value stream mapping coupled with comprehensive cultural and behavioural change programme.Built trusted and mutually appreciated relationship with Ofgem - recognised as key strategic designer and deliverer of the RIIO Customer Measure for both Customer Satisfaction and Complaints.Introduction of fact based analytics to drive customer service performance at a micro and macro level - able to pin point focus areas in order to deliver biggest "bang for buck"Never forgot the wants and wishes of grass roots by implementing some 'Golden Rules' that put customer back on the NG map and a sense of pride into the Operational workforceManaged NG Gas Distribution complaint team of circa 50 FTE dealing with over 6000 complaints per annum. Implemented change plan including reduced handoffs and chases between NG and service providers, improved relations with field operatives, better training/knowledge to enable first call resolution, overhaul of cost of failure process including sorry budget, working time changes to ensure 24/7 customer service, updated MI and CRM capability etcAchievements - 90% of all complaints resolved within 10 days, repeat complaints under 1 % and no losses at Ombudsman

Warwick & Hinckley

Designed and wrote 5 year Customer Strategy for National Grid Gas Distribution (12 million customer base)Reporting directly to the COO - design of a 10 point customer strategy to put customers at the heart of the organisation and radically transform hearts and minds1) Case for Change - head and heart - makes great business sense and is simply the right thing to do2) High level vision and goal setting - understanding who we are and what we do - what part do we play on the customer landscape?3) Understanding where we were and why we were there - analytical insights using cust sat, complaint and enquiry analysis, benchmarking, customer focus feedback groups and listening to our own people4) Setting out high level output measures based on predictive analysis techniques to set ambition - envisioning froms and tos5) Customer journey mapping of 3 distinct and seperate end to end processes and services6) Gap analysis - were are we and were do we need to get to7) Closing the gap through process redesign 8) Recognising that process change only goes so far - developing the behavioural and cultural change programmes that go hand in hand with process redesign9) Designing the metrics, measures and governance required to support and drive the customer agenda10) Implementation plan including communication and engagement across multi layered matrix led organisation

Hinckley

Designed first ever centralised and insourced Strategic Resource Plan for 1150 Emergency and Repair Operational staff.Managed change programme to field, front and back office ways of working that was so far reaching as to require full changes to terms and conditions and full Union negotiation and agreement to implement - reduction in workforce by 15-20%, changes to stand by and stagger and the implementation of a revised pay deal based on balanced scorecard was accepted by over 85% at ballot.

Solihull / Warwick

Managed £30m pa Metering General Services Agreement (sell) for over 3 years including successful 5 year re tender and renew of T&Cs inc commercials, termination, liability, kpis, prices etc - turned contract from £6m loss maker to £300k profit.Seconded to lead and project manage an 8 month project that successfully mitigated a Competition Commision determination regarding National Grid market dominance and uncompetitive practice within the Metering market.Also managed Call Handling and Call Centre contracts and data provision contracts.

Solihull

Responsible for a portfolio of Domestic and Industrial & Commercial gas accounts inc Shell, SSE, Scottish Power, Total, Enron, Powergen and Gaz de FranceKey account management through building of trusted mutually beneficial relationships fundamental for enhancing brand, advocacy and ultimately shareholder value.

Solihull

Responsible for overall Regulatory relationship with Ofgem

Post Grad Diploma, Regulation And Regulatory Affairs

Bachelor Of Business Administration (B.B.A.)

Alevel, Slevel

Politics, History, Sociology, Physical Education