- Developed and implemented a set of Standard Operating Procedures (SOP) based on the early dispute resolution experience gained by the DCS since its inception in 2006, introducing best practice and consistency across all operational processes- Implemented a new Customer Relationship Management (CRM) system resulting in a significant improvement in the DCS's reporting and performance management capabilities- Improved the CRM user experience by working closely with in-house developers to identify, define, test and successfully implement a series of user led system enhancements- Resolved performance and motivation issues within the team through in-house training and mentoring, resulting in a team retention rate of 100% since July 2010- Managed the performance of over 70 volunteers used by the DCS across the UK- Developed and facilitated training on an annual basis for the volunteers, ensuring their soft skills and understanding of the DCS's remit and ethos were kept up-to-date- Reviewed and updated the content of the DCS publications, such as the website, customer leaflets and annual review, on a regular basis- Created and managed the DCS's operational risk register, ensuring all risks were captured and mitigation plans were established, implemented and monitored- Acted as department lead on record management by taking part in the Records Management Representatives Group, working on defining, implementing and monitoring a file plan and retention schedule across the organisation- Participated in creating and running a customer service network group enabling informal experience sharing and benchmarking across the UK's health regulators

- Led the team through a period of organisational change, high turnover and low resources, successfully meeting DCS's objectives and exceeding the customer satisfaction target by 5%- Defined and implemented a set of comprehensive and automated management information reports, resulting in the monthly publication of the DCS's performance data internally- Negotiated the review of the referral criteria between the regulator's two complaints handling departments, the DCS and Fitness to Practise, improving customer service experience, resolution timeframes and data sharing

- Managed Barclays Bank, the company’s largest account which represented 40% of the company's revenue- Monitored the client's service levels and chaired monthly client facing meetings- Reported on the company's performance to the agreed Service Level Agreements during quarterly client meetings- Participated in the elaboration of a Business Improvement Plan to resolve operational issues and coordinated its successful execution- Took part in the Lean Process of the client’s largest business unit and led the implementation of the screening supplier’s actions- Successfully hired, trained and managed two Junior Account Managers

- Managed a portfolio of twelve clients including Barclays Capital, Barclays Wealth Management and Barclays Global Investors- Successfully managed the company’s first client migration to a new operational platform- Participated in the definition and testing of a series of enhancements to the operational platform, destined to support the clients’ existing services- Increased success rates, reduced turnaround times and improved the service level provided to my client portfolio

- Managed a successful team of eight researchers delivering a pre-employment screening service to a large portfolio of clients including Bank of America Merrill Lynch, BlackRock, West LB, and The Conservative Party- Recruited and trained new team members who were all promoted to management, support or editorial roles within the company- Monitored service levels, acted as the clients’ main point of contact and compiled management information reports