John Downing Email and Phone Number
Solihull, GB
John Downing's Location
Solihull, England, United Kingdom, United Kingdom
About John Downing
A senior independent consultant for 5 years, with an additional 25-year management experience, highly skilled in the delivery of Transformation Programmes and Strategic Deployments. Leading transformations by influencing and inspiring others to behave and act differently to deliver business goals through cultural, process, system and people change. Primarily focussed on field/operational and contact centre customer satisfaction, acting as the voice of customer in the Utilities industry. Experienced in Gas, Electricity and Water with a recognised and repeated ability to add and deliver value – proving customer centric change makes sense both commercially and emotionally.Key Skills Transformation: Delivering sustainable business improvement/optimisation and creating step change.Strategic Thinking: Keen analytical mind, developing strategies and articulating the case for change. Change Analysis: Assessing the ‘As Is’ and developing initiatives that facilitate the desired ‘To Be’.Business Benefits: Identifying, delivering and tracking financial and non-financial business benefits.Delivery Focus: Working strategies into accepted, adopted and implemented sustainable reality.Target Operating Models: Resolving resource optimisation issues and delivering improved team structures. Capability Development: Designing/delivering learning interventions - guiding and coaching others.Project Management: Reporting/monitoring activity and ensuring change delivery is efficient and on time. Management Information: Improving insight so that optimisation activities can be appropriately focused on. Performance Management: Driving organisations and individuals to get collectively and individually better.Lean Concepts and Tools: Leading and participating in large six sigma/lean change projects. Agile Leader: Product owner and business owner for large Agile change projects. Problem Solving: Complex solutioning and coaching others to own and solve their own day to day issues.Upward Communication: Conveying ideas, giving updates, writing reports suitable for Exec/Board level.Change Management: Taking others on the journey and inspiring them to accept and own the changes.
John Downing's Current Company Details
Network Plus
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Customer Specialist For Network Plus and Severn Trent Water Contract
Solihull, GB
- Website:
- networkplus.co.uk
- Employees:
- 1162
John Downing Work Experience Details
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Customer Specialist For Network Plus And Severn Trent Water ContractNetwork PlusSolihull, Gb
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Customer Specialist For Network Plus / Severn Trent Water ContractNetwork Plus Feb 2024 - PresentDerby, England, United Kingdom
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Connections Customer Lead - Network Plus / North West Electricity ContractNetwork Plus Oct 2023 - Jan 2024Preston, England, United KingdomConducted a full review of the customer end to end journey including customer enquiries and complaints in terms of how to reduce the high traffic and how they could be handled better and in a more efficient way. The initial scope was 3 month diagnostic exercise which culminated in a 160 page report with a series of recommendations covering how NWP and ENW can work together to improve their c-sat scores. However, sticking to this limited scope proved difficult for both organisations and scope was expanded to commence ‘quick win’ improvement work on areas identified as priority through modelling, journey mapping and go, look, see observations, these areas included:• New complaints handling process implemented within Network Plus to improve speed and quality of complaint responses – pre full end to end review;• Scheduling and planning improvement to bring down job lead times which is a known customer dis-satisfier;• End to end communication journey work – both face to face and literature;• Jet washes have been procured and strategically placed on vans as standard to tackle the problem of untidy/unsightly sites; and • A new damage to property hotline has been introduced to speed up these complaints and to make them less contested and contentious.Also in scope was the design of a new customer incentive mechanism for the contract that is reflective of the RIIO-ED2 customer incentive – mutual gain or mutual pain based on customer performance. Lastly there was an issue with lack of performance management data, and I was asked to assist Network Plus assess measures and ascertain how closely they relate to customer needs and experience. Frequently customer measures will relate to what the organisation want but not relate closely to what the customer wants and needs. I used methodology designed to challenge current and identify new measures that will be more relevant and will help drive performance.
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Lead Customer Experience ConsultantCadent Gas Limited Sep 2022 - Sep 2023Coventry, England, United KingdomLeading a team of 4 to help Cadent Connections meet their ambition of improved customer service and efficiency whilst creating a new stable team structure and model. Initial 10 week diagnostic focussed on:• Task appraisals with key stakeholders;• Process/VSM of ‘As Is’ and potential ‘To Be’• Kano Modelling / Journey mapping;• Voice of the customer; • OpEx maturity assessments;• Day In The Life Of (DILOs); and • Go, Look, See observations. The diagnostic phase identified 5 areas:• Current State VSM o High misdirected enquiries o High variations (failure demand)o Varied process quality / reworko Limited visual managemento Limited structured problem solving• Team Observations o High backlogs (poor visibility of backlogs)o Low levels of performance managemento Little team-based problem solving o High error rates / reworko Low quality control o No standards or ‘One Best Way’o No capacity / demand planning • Voice of the customer o Website & online application confusing/complexo Connections process confusing, complex and expensive o No RFT resolution / too many hand offs and delays o Unable to give customers confidence• Maturity Assessmento Team communication disjointed o Team performance and measurement non-existent o Team confidence low o Role of the Leader Too much time in meetings Too much time “in the team” rather than “on the team” More time for strategy and direction More time for performance management• Skills and training o Skills and training deficiency o 50% not skilled to do their roleo Training and capability planning minimalo No succession planning Following diagnostic, over a 9-month period the team worked on improving these focus areas. This was a successful period where: • C-sat increased from 8.85 to 9.09 - worth £375k in RIIO incentive payments.• We facilitated a reduction of 32 FTE in Jan 23 and a further 18-25 end 23/24- worth ~£2.5m pa. • We facilitated a new skill-based TOM and Org Design. -
Lead Customer Experience ConsultantCadent Gas Limited Sep 2021 - Sep 2022Coventry, England, United KingdomJoined the Cadent Connections in Sept 21 when their overall C-Sat score was 7.59/10, which was 8/8th position in the Ofgem league table. The aim was to lead Cadent to the top of the table.Delivered a full customer behavioural and process change overhaul, starting from understanding customer wants and needs, to journey mapping and understanding strengths and weaknesses at customer touchpoints, to implementing initiatives that improved C-SAT, all whilst growing team confidence and capability. Initiatives: • New communication journey, new suite of literature, lasting impressions visits.• Comms training for Customer facing teams – feedback calls with every customer • Engagement strategy including deep-dive learning on all scores of <8/10 • Development of a reward and recognition scheme for great customer performance • Use of correct branded apparel and equipment to create the right impressionPart of the transformation was identifying measures that matter and to continually reinforce and drive compliance throughout the teams. Initiatives:• Twice daily calls to set up the day and to manage in day jeopardy • Daily performance meeting • Implementing League Tables and regular feedback on KPIs• Driving a compliance culture where teams are accountable for their actions and performance • Tightening relationships with 3rd party providers - making them part of the Cadent change• Better relations with permit granting local authorities, less comments/challenges Cadent Connections score hit >9.00 for the first time in Q1 23 and they have since kicked on further and are now in 1st place, C-SAT KPI improvements:• Overall C-Sat score increased from 7.59 in Apr-21 to 9.45 • Lead time score increased from 7.21 to 9.35• Average lead times reduced from 33.63 to 19.46 days• Ease to deal with score increased from 7.36 to 9.42 • Communication score increased from 7.93 to 9.42• Complaints decreased by 28% • Numbers of open enquiries decreased from 151 to just 3
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Business Optimisation LeadCorrela Apr 2021 - Aug 2021Solihull, West Midlands, United KingdomBusiness Optimisation LeadImplementing the Y1 Customer Experience Roadmap focussed on addressing customer query turnaround times and quality of query response and creating an accessible website allowing customers to self servewhere possible. Key Achievements: • Agile delivery of a new (Pega) Customer Relationship Management system and integration with new service management system Service Now • Creation of a Customer Central Hub a single place for customers raising and handling queries• Creation of a new complaints and escalation process • Agile rebuilding web content pages design toolkit to repurpose to be task based • Implementing web content governance model that allows content to be reviewed and kept up to date• Revamping website menus and landing pages based on how our customers think, feel and behave • A website system upgrade to keep the platform robust and provide ongoing CI capability -
Business Optimisation LeadXoserve Jan 2020 - Apr 2021Solihull, England, United Kingdom -
Business Optimisation ConsultantXoserve Jun 2019 - Jan 2020Solihull, England, United KingdomResponsible for defining and developing an improved Xoserve customer experience. Designing a 3 year Customer Experience Roadmap to embed an Xoserve-wide CX culture. Key Achievements / Results: • Assisted delivery of TOM that facilitated the creation of Customer Operations, redefined the scope of strategy and mitigated known boundary/touchpoint issues outstanding from previous TOM design• Developed Business Optimisation training plan designed to increase team capability • Developed Agile delivery methodology for Xoserve • Enabled over 50 members of Xoserve team to be trained on LCS1a helping them to think in a continuous improvement way and challenge ‘as is’ ways of working • Completed customer KANO modelling that quickly identified priority pain point areas • Created signed off Customer Journey Ways of Working document • Identified initial Customer Journey owners and all priority journey mapping is under way
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Head Of Contract ManagementXoserve Nov 2018 - Jun 2019Solihull, West Midlands, United KingdomAs Head of Contract Management I lead the strategic development and implementation of Xoserve’s contract management strategy and ensure both Xoserve and supplier delivery through the development of a contract management centre of excellence. Reporting directly to the Chief Commercial Officer the role has 4 direct reports and a total 15-20 team and has responsibility for managing sales contracts with a value of £100m plus and procurement (buy)contracts with a value of £120m plus.My key responsibilities include: - Managing all contract management activities (sales and procurement contracts), ensuring all Xoserve’s obligations are discharged whilst maintaining control of all suppliers and sub-contractors in line with company strategy, targets and budgets;- Providing timely, up to date, precise and accurate data / information on contract management and providing advice to the Executive team on commercial decisions;- Providing guidance on contracting processes and protocols and implementing where appropriate; and - Developing and maintaining effective contracting and relationship management processes including transparent metrics to allow monitoring of performance.- Providing confidence to stakeholders that Xoserve is acting responsibly in its contract management activities. New contracts must be entered into with contract management in mind and must ensure that core delivery is not compromised.
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Business Process OwnerNpower Apr 2016 - Nov 2018As overall Business Process Owner for npower Home and Business division I was responsible for the process design, implementation and maintenance of all end-to-end customer journeys with significant customer and financial outcomes. Responsible for the specification and process design of all end-to-end customer journeys, maintaining the journeys to ensure the defined process is adhered to. This involved closely monitoring processes to identify improvement opportunities and ensure improvements are realised in overall performance. The role required significant cross functional working across the entire Home and Business Leadership Team.Shaping npower’s customer and process journey has required me to:• Translate customer, business and external insights into blueprint customer journey designs that deliver an improved end to end customer experience • Shape and obtain approval for changes and track measures to deliver required improvements • Lead on strategy and definition of clear customer journey scope, purpose, objectives and measures• Monitor, assess and manage KPI dashboards to ensure the achievement of strategic outcomes• Work closely with stakeholders to identify and reduce non-conformances within defined process • Formulate clear journey plans to deliver improvements• Develop investment cases to feed into the overall npower investment plan • Develop benefits realisation plans linked to strategic goals to deliver specified improvements • Develop external stakeholder relationships with appropriate Customer Focus groups, Ofgem and other contacts in other industries• Implement stakeholder management, engagement and communications plans • Drive a one team, customer centric ethos • Anticipate impact of process change through a methodical and structured governance process -
Senior Customer & Transformation ManagerBalfour Beatty Gas & Water Jun 2014 - Apr 2016Worsley, ManchesterLed the overall Customer Strategy for Balfour Beatty recognising that long term system, process and behavioural change is critical to overall growth and prosperity.• Complaint & Enquiry Transformation Strategy – Change included recruitment of new team, refurbishment of new office space, introducing new processes and procedures, introducing new effective CRM system, ensuring great MI to drive performance. • Connections Customer Service Transformation – Undertook customer journey mapping and drove through a programme that delivered process, system and cultural change. • Communications and Engagement Strategy – Implemented cultural and behavioural change through people engagement. Overseen development of a detailed plan, new channels and strategic/tactical campaigns.In addition to the Customer role I led a team of Lean consultants and Balfour Beatty project managers in the set-up of a full business transformation programme covering operational stability, resource model change, process change, system change, customer service change and cultural change • Completed a 4 month efficiency, benefits identification and mapping exercise with all process streams and functions across the contract – full validation and benefits tracker in place – programme initiation of roles and responsibilities and business and project expectation setting completed.• Business Change Stream comprising longer term programmes around system architecture and innovation• Business Improvement Stream comprising pre-identified short term projects around current processes, operational control, customer service and commercial control
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Customer Strategy & Experience ManagerNational Grid May 2009 - Jun 2014WarwickResponsible for identifying the case for changing NG into a customer centric organisation that appealed to both hearts and minds of the executive team and grass roots alike: • Delivered a 5 year customer strategy into NG mapping the path from underperforming to upper quartile• Developed a mechanism to measure the effectiveness of the strategy in order to understand which initiatives had most impact• Developed value planning concept that mapped and projected customer satisfaction scores and incentive realised versus costs to achieve• Secured pre-authorised funding to increase agility and increase the likelihood of maximising incentive opportunities • Changed mind-sets around customer at all levels through a defined engagement plan including road shows, leadership events, collaboration meetings, incentive strategies, tailored presentations, saturating media channels and adopting viral change methodology targeting influential people to spread the message With strategy in place I was then made responsible for driving the customer agenda and initiatives in order to build a sustainable customer foundation and to embed ‘customer’ into NG E2E processes • Implemented self-developed Customer Strategy working across matrix Processes, Functions and Shared Services to deliver tactical improvements - revisiting and redesigning existing processes coupled with a cultural and behavioural change programme• Introduced customer touch/process point/journey mapping using analytics to pin point identification of focus areas and “bang for buck” • Recognised the wants/needs of grass roots and implemented a ‘Back to Basics’ plan designed to engage the workforce and get customer issues up the agenda • Built trusted and mutually appreciated relationship with key stakeholder groups through the depth, breadth and transparency of approach and designed and developed the current Regulatory Customer Metrics (RIIO) for Customer Satisfaction (in conjunction with Ofgem) -
Resource And Planning ManagerNational Grid Apr 2008 - May 2009HinckleyResponsible for Resource planning for 1150 Emergency and Repair engineers maximising efficiency and utilisation whilst ensuring the highest levels of safety and customer satisfaction • Designed Winter Resource Plan for the Emergency and Repair workforce which was further honed into the first ever Annual Resource Plan. Managed change to field, front, and back office processes and ways of working that required strong Union negotiation to implement. o Process efficiencies led to a reduction of workforce by 15-20%o Changes to stand-by and stagger rotas - revised incentive scorecard o Delivered Regulatory Transportation/Metering standards despite 1 in 50 winter
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Commercial Contracts ManagerNational Grid 2004 - Apr 2008WarwickResponsible for a number of multi £m buy and sell contracts within the NG commercial department • Managed £30m per annum Metering General Service Agreement sell contract for circa 3 years including successful renew of the contract through negotiating new T&Cs (definitions, commercials, termination, liability, KPIs and prices).o Identified circa £2.75m of unrecovered income and able to recover 90% of this value o Turned Metering contract from £6m per annum loss maker to £340k profit in 2 years • Managed £80m per annum Metering Services Provision Contract for circa 18 months ensuring technical and behavioural compliant delivery and that the service provider was working to and above agreed standards of performance at all times. o 18 out of 18 key SPC KPIs met for the entire period as Contract Manager• Seconded to manage and lead an 8 month project that successfully fought to mitigate a Competition Commission determination regarding market dominance and uncompetitive practice within the competitive Metering market. o Potential 10% of turnover (circa £120m) fine was mitigated down by two thirds to £40m which was seen as an unqualified success within National Grid• Successfully negotiated new T&Cs to keep Emergency Call Handling Contract with NGG when both Northern Gas Networks and Scotia Gas Networks were considering termination and breech. o introduced innovative gain share mechanism o saved over 35 jobs within the National Grid Contact Centre• Successfully negotiated new T&Cs, pricing and commercial mechanism with NGG data arm Xoserve who were considering termination and breech proceedings
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Account Manager Key AccountNational Grid 2001 - 2004SolihullResponsible for a portfolio of Domestic and Industrial & Commercial gas accounts including Shell, SSE, Scottish Power, Total, Enron, Powergen and Gaz de France. Building key stakeholder relationships gave an opportunity to understand key customer needs. The depth, breadth and transparency of approach helped build trust and mutual appreciation in order to deliver against these needs.
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Regulatory Affairs ManagerNational Grid 1998 - 2001SolihullResponsible for overall relationship (including negotiating price control) with Ofgem - responsible for developing strategic 3Cs (concede, collaborate, contend) approach to Regulatory relationship.
John Downing Education Details
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Regulation & Regulatory Affairs -
Business Administration And Management, General
Frequently Asked Questions about John Downing
What company does John Downing work for?
John Downing works for Network Plus
What is John Downing's role at the current company?
John Downing's current role is Customer Specialist For Network Plus and Severn Trent Water Contract.
What schools did John Downing attend?
John Downing attended University Of Warwick, The Manchester Metropolitan University.
Who are John Downing's colleagues?
John Downing's colleagues are Kamran Ali, James Litten, Kirsty Wilkins, John Bardsley, Richard Townsend, Graham Sturman, Carla Olsen.
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John Downing
Ftse100 Group Company Secretary And Head Of Governance | Head Of Group Legal | Legal Advisor And ConsultantGreater Bristol Area, United Kingdom2uk.imptob.com, impbrands.com -
John Downing
Greater Norwich Area, United Kingdom3aviva.co.uk, toriglobal.com, ardonagh.com
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