John Kenwright Email & Phone Number

Salford, Gb

Lead and manage a number of specialist colleagues (c.40fte) responsible for resolving complaints across Swinton Retail and Business products, adhering to FCA Disp. And TCF rules. Developed and delivered education and training in relation to complaints management and customer centric care support education initiatives across the Ardonagh Group.- Evaluation of complaints activity in terms of common complaint types, working with the Continuous Improvement Team and key stakeholders to influence and drive positive change to improve the customer experience / journey.- Lead and conduct regularly meetings with multiple Operational Leaders, offering valuable insight of complaint trends that require improvement and/or remedial action.- Evaluation of complaints activity in terms of outstanding workload, forecasting and capacity planning, managing KPIs e.g. productivity and quality.- Created Learnings element on the Respond Complaint Management system, that ensures feedback is captured and recorded for managers of colleagues who’s contact with a customer has either contributed &/or instigated in a complaint.- Designed and developed an ‘on-line help’ intranet facility to support complaint handling performance for front line colleagues across the retail and business contact centres.- Providing expert advice and support to colleagues on the handling of complaints; on investigation techniques and carrying out root cause analysis.- Introduced Complaints T&C framework, including determining and agreeing in-house training and quality standards, controls and procedures. Co-ordinated and managed the recruitment and selection of staff.- Conduct coaching, calibration / sharing best practice activities within my area to enhance complaints expertise and embed understanding of how we can improve our customers experience.

Salford, Gb

Lead and manage a number of specialist colleagues responsible for ‘Complaints Quality Assurance’, responsible for coordinating and delivering successful roll out and integration of the Complaints QA framework across the Swinton Group.- Owning the Complaints QA framework, including determining and agreeing in-house quality standards, controls and procedures.- Designing and agreeing Complaints QA plan and risk methodology for the business.- Lead and conduct regularly meetings with multiple Heads of Departments and Operational Leaders, producing reports offering valuable insight of positive trends, identifying issues & themes that require improvement and/or remedial action and tracking through to completion. - Created ‘Emerging Errors – Escalation & Rectification document’, by identifying potential customer detriment risks, which escalated to stakeholders to influence and drive positive change. Evidencing to FCA regulatory compliance. - Act as a catalyst for change and improvement in customer service / positive outcomes / quality. - Key stakeholder in the build of the Customer Centric Complaint Handling training package delivered to all customer facing colleagues across the Swinton Group.- Conduct coaching, calibration / sharing best practice activities within my team and Distribution, to enhance complaints expertise and embed understanding of how we can improve our customers experience.

Manchester, Greater Manchester, Gb

Managed all aspects of service across Co-operative Personal Banking processes, responsible for varied customer touch points from maintenance, closure & bereavement. I delivered +£300k cost savings initiative through introducing, leading and embedding new resource plans, productivity tools, increasing area skills matrix and using lean methodology enabled me to reduce headcount by 8fte & remove previous requirements for overtime, all whilst significantly improving service levels and customer experience.- Implemented austerity measures to achieve operational SLA’s, increasing customer adviser availability, improving efficiency and reducing key person / process dependencies all resulting in reducing 650hrs equating to >1500 customer requests to inside SLA within 3mths, ensuring customer outcomes delivered to high standard.- Responsible for the creation of budgets, targets, KPIs, forecasting/planning supply vs. demand and overseeing achievement of telephony service levels for the area.- Directed and managed bank wide redress & remediation projects and risk events, created interim and forward fix solutions to mitigate identified risks and leading customer remediation to improve customer outcomes and satisfaction.- Progressed Personal Processing to leading ‘Colleague Engagement and Satisfaction’ results across whole of Operations in 2015 & 2016 (c.1100fte / 9 business areas) and the whole of Bank in 2016.- Reduced absence by 13% over a 4mth period, quickly establishing root cause, identifying solutions & implementing supporting frameworks. Continually exceeding business attendance shrinkage target thereafter.- Key role in ensuring all risk activity is delivered in line with business requirements including RCSA, Risk Events & Quality Assurance activity.- Delivering a culture of leadership, development and coaching. Supporting my direct reports to increase continual coaching with feedback, embedding a culture of high performance & proactive performance management.

Manchester, Greater Manchester, Gb

Lead and manage a number of specialist colleagues (c.40fte) as responsible for ‘First Line Assurance’ activity ensuring bank sales and service activity is compliant with internal and regulatory requirements, assessing current and future risk profiles and impact of new regulation on past and future activities. Accountable for reviewing all gaps in client frameworks and providing solutions in order to deliver a business which evidences control across the first line of Co-operative branded telephony and branch network banking business.- Lead build and sign off of Complaints QA model in preparation for new FCA DISP guidelines and influential in creation and approval of training material, networking with key stakeholders i.e. Complaints Resolution Manager, 2nd Line Risk, multiple Operations Managers across Retail Banking and Business Improvements team.- Instrumental in creating the sign off for the launch of a new Execution Only Mortgage offering, leading meetings with key stakeholders in products, regulatory monitoring and legal.- Key role in embedding a risk culture across each business area through the active management of policy adoption.- Interface with Compliance Business Partners to clarify regulatory matters and ensure all regulatory standards are clearly understood and embedded within the First Line.- Determine the scope and manage completion of themed reviews in line with associated risks.- Key role in Identifying and promoting changes to the Operational Frameworks, providing support and guidance for any resultant changes to be implemented in the business area(s).- Overall responsibility to ensure quality monitoring and assessment is delivered ensuring all business areas have a clear understanding of adherence to quality and actions are in place to deliver.- Oversee the completion of Hot Spot & Redress activity in line with associated risks and provide outcomes and recommendations to the senior leadership team.

Manchester, Greater Manchester, Gb

Lead and conduct regularly meetings with multiple operational managers to generate new ideas for delivering extraordinary services and solutions to the risks identified through my team’s quality assurance monitoring activity and agree timescales for completion. Managed two Team Leaders & Customer Outcome Monitoring analysts (c.25fte) across 3 sites over-sighting Co-operative branded telephony and branch network banking business.- Determine the scope and manage completion of themed reviews in line with associated risks. - Maintain all processes and procedures and regulatory requirements within agreed business areas.- Created ‘Emerging Errors – Escalation & Rectification document’, by identifying potential customer detriment risks, which escalated to stakeholders to influence and drive positive change. Evidencing to FCA requisite for regulatory compliance. - Actively produce MI and commentary for the business areas to contribute to establishing and agreeing the service and solutions required to meet their requirements and to support the business effectiveness.- Agree sign off & maintain Training & Competence of Team Leaders & Customer Outcome Monitoring analysts.- Lead oversight of Training & Competence framework across Telephony banking.

Manchester, Greater Manchester, Gb

Managed all aspects of sales and service across Co-operative branded Business Banking telephony, with blended Sales & Service teams (c.104fte). Managed the individuals accordingly, challenging where necessary the HR policies and timescales. Ensuring any risks were mitigated and reducing costs. Introduced new coaching development tool which measures Customer Adviser’s behaviours to achieving CSMART objectives, driving an uplift in telephony, service and sales performance across the area.- Reduced sickness absence by 7.3% over a 2mth period by quickly establishing root cause and identifying solutions and implementing supporting frameworks. Continually exceeding business shrinkage targets thereafter.- Implemented austerity measures to achieve operational telephony SLA’s, increasing customer adviser availability and efficiency by over 11% in 3mths.- Successfully delivered a culture of leadership, development and coaching. Supporting my direct reports to increase continual coaching with feedback by over 50%.- Driven real-time performance culture infusing high levels of energy, ownership and engagement evidenced in delivery of high NPS scores.- Lead delivery & successful implementation of the Training & Competence framework.

Manchester, England, Gb

Lead individuals and teams performance across the operation resulting to leading core product & add on sales volumes whilst maintaining an effective risk based approach and ensuring regulatory requirements are met to a high standard. Developed a number of new incentives working closely with key stakeholders to create and lead generation opportunities to the Bank and Commercial & Legal services.- Responsible for the strategic key leadership training to over 50 TM’s & 5 CSM’s of ‘One Best Way’ framework. I received high accolade for the development and design of Key Leadership training across the Direct Sales Management team, leading a culture of change by empowering colleagues to maximise the input during and the output following coaching and 121 sessions working across the balance scorecard.- Created & executed a new MI suite for all Sales Team Managers & Customer Advisers, providing primary and cross sales at department, team and individual level.- Initiated and drove stakeholder management to deliver co-ordinated campaign planning processes across all areas including marketing and products, to increase call volumes through responsive campaigns.- Managed sickness absence resulting in a reduction of 19% Absence in 2010, and achieving thereafter against business measures.- Designed and delivered key call structure model and coaching programme to 13 TM’s & 130 heads, driving behavioural changes across ‘The Customer Promise’ and ‘Voice of the Customer’ frameworks.- Launched ‘The Voice of the Customer Recognition Scheme’, creating a culture of celebrating and sharing excellent Advisor feedback. Receiving over 500 Customer Commendations in 2011 & 2012.- Increased staffing efficiencies by 31% by driving a focus on cost management of negative turret states a measurable output of over 200hrs equating to a potential cost saving of £120k in one quarter.- Nominated for 3 ‘Living the Values’ awards and awarded Manager of the Year 2012.