Julie Chew Email & Phone Number

Murrow, Gb

Market Deeping, England, United Kingdom

Peterborough, United Kingdom

Working directly for the MD I managed the restructure of the pre delivery, warehouse call team and complaints teams into a shift based contact centre saving over £250,000 per annum and improving the customer experience.I implemented SLAs and challenged supplier faults through root cause analysis resulting in savings and claims to suppliers of over £80,000.Introduced customer satisfaction feedback and Net Promoter Scores (NPS) driving key strategic changes.Introduced customer service strategy, complaints policy, continuous improvement process and key metrics reporting.Designed and delivered training on GDPR, consumer law and soft skills, introduced call monitoring, regular feedback sessions and leadership development plans for the senior team.Selected to take a key role in the recording of the Great British Business Campaign video for the organisation. ( see below)

Stamford

Sales Director for Tots to Travel, managing the Sales and Customer service teams. Delivering extraordinary levels of customer service focussed on high repeat business, Tots to Travel is a small, online entrepreneurial business selling specialised under fives friendly accommodation in Europe to families who want peace of mind and safety for their little ones, at the same time as enjoying an unforgettable holiday experience.

Haverhill, Suffolk

Reporting to the Managing Director of EMEA, managed strategy, change management and operations for the multi lingual Customer Service, Inside Sales Renewals and Specialist Project teams for the EMEA region.•Operated as the key EMEA representative in the transition team to successfully update the global Oracle EBS system. Key contributor in all major change and customer centricity projects representing EMEA customers at all levels.•Introduced regular customer satisfaction surveys and initiatives driving improved customer loyalty with the highest ever Customer Satisfaction scores for the business recorded in 2015. Introduced net promoter scores (NPS) to the business.•Directed the reorganisation and improvements of HID EMEA team to transform them from the worst performing to measurably the best performing team in the business. •Improved communication of performance by the introduction of a regular newsletter with clear performance metrics and progress against projects, which was then adopted globally.

Part of a team Managing a 240 strong Contact Centre including help desk, credit and collections, customer service and performance and planning.•Reduced attrition by 15% with the introduction of competency frameworks, measurable performance metrics and a career progression plan.•Key member of the team who nominated and defined the key measures which resulted in a Call Centre Awards 2009 finalist place for technology partnership.•Implemented quarterly customer satisfaction surveys and mystery shopping projects to engage more with customers and react more quickly to key customer issues.•Improved customer satisfaction by 15 percentage points by simplifying the IVR system. (verint Witness system experienced)

Harlow / Kingston Upon Thames

Reporting to the Managing Director for Specialist Holiday group, responsible for the strategy and operation of the specialist sales and customer service call centres managing 270 seats over three call centres including offshore. •Developed and implemented customer service strategy to improve overall customer satisfaction and achieve high, repeatable standards of accuracy.•Improved call handling efficiencies by 38% by restructuring the systems, introduced annualised hours and fairer performance related pay. Resulting in greater staff retention and motivation.•Introduced workforce management software to more efficiently manage staffing resulting in cost savings and improved efficiencies.•Reduced attrition by 15% with the introduction of competency frameworks, measurable performance metrics and a career progression plan.

Market Harborough

Reporting to the Deputy Managing Director managing a department of 130 seats and 175 employees.Improvement of the efficiency of the department and saving of 16% on salary costs.During the merger with Page and Moy was part of the project to merge teams and achieved a 32% cost saving without loss of performance.Commended by Deloitte for use of best practice

Market Harborough

Reduced salary budget by 16% by introducing annualised hours and Workforce Management Software ( QMax), at the same time achieving improved call handing ability at peak times.introduced staff motivation and achievement awards to drive customer satisfaction improvements and improve customer loyalty.

Education record

Diploma