Reported to Head of Consumer Operations – 2 Teams size 23 agents, 10 Slingshot & 13 Flip agents.Responsible for acheiving the following digital service metrics; CSAT(Customer Satisfaction), NPS(Net Promoter Score). AHT (Avg Handle Time), Resolution %, FCR (First Contact Resolution), QA (Quality Assurance). Reinvigorated Live Chat function for Flip producing a 95% average for Customer Satisfaction. Saved approximately 500k in opex through strategic management, knowledge sharing and upskilling. Remapped Help Centre Portal to increase functionality and ease of use for End Users and Agents alike.

Reported to the General Manager. Responsible for Sales and Services department which had 50+ employees.Sales is Service and Service is Sales. Each interaction counts and our customers are the most important part of our business. These were the 2 sentences that ran how our operations went on a daily basis. NZWS was a dynamic business that allowed fast change and went to extraordinary lengths to please our customers. As Sales and Services manager my responsibility was to ensure that my teams had an empowering and collaborative environment where their contributions were noted and rewarded. This led to an engaged and high performing environment which saw some record breaking sales figures. Some of the records broken were the highest rev week, weekend and single day sales. I also ensured that the team were passionate about wine and received fantastic training from some of the best in the business. As it was a small operations team there were many hats to be worn;- Data Analysis - Learning and Development- Sales Coaching- Real time monitoring of sales performance- Quality Assurance- Workforce Management / Rostering- Scripting and campaign management- Recruitment, Rewards and Recognition- KPI's- Performance Management- Culture and Engagement

Reported to the Sales and Service Centre Manager. Team size of up to 15 part time agents. о Coached agents to ensure optimum sales conversionо Established remote coaching sessions, allowing agents to assess their own techniqueо Performance management of agents including reporting and planningо Created daily list plan for strategic usage of dataо Led daily briefings to motivate the team and inform them of key focusesо Mentored colleagues on performance management and developmentо Created daily sales competitions to drive and incentivise higher performanceо Led weekly team meeting to discuss pressure points and any key areas of focus

Reporting to Contact Centre Manager - Newspaper Sales & MarketingResponsibilitieso People management - managed a team of telesales agents responsible for selling subscriptions for physical copies of the NZ Herald.o Workforce management - Responsible for ensuring staffing levels were correct to hit daily targetso Marketing support - Worked hand in hand with marketing & insights team on lead generationo Recruitment & HR Support - Managed end to end process from hiring to performance management.o Training & development - Responsible for sales training and coaching of teamo Payroll - Put together weekly payroll and fortnightly sales bonus documents for the team. Including a 2 step sign off process.Achievements:o Grew the team from 13 FTE to 18 FTEo Created an additional team of 3 FTE by securing NZ Mags sales contracto Part of a project team which won a RSVP Bronze Award for Lead Generation at the NZDM awards 2010. The strategic campaign generated over 10,000 trial subscriptions which converted to paid subscriptions at a conversion rate of 23.5%. The overall annual recurring subscription revenue was $922,225 p.a,

Reporting to General Manager - Mokum Textiles.Responsibilites:o Business development - Responsibile for maintenance of relationships with client base while achieving growth of total revenue.o Sales support - responsible for coordinating site visits with sales territory managers & clients based internationally. o Customer relationship management - Dealt with client complaints and concerns regarding products or sales team. The direct impact of failure would be a loss of business or a credit. o Support to wider team - As per requirements, I would assist portfolio managers of other area's if they requiredo Internal relationship management - I would work with the supply & operations team daily to ensure the correct materials were being sent in a timely manner as each client had strict requirements for their orders.o Credit support - I would liaise with the Credit Control manager to ensure prompt payments from clients within my portfolioAchievementso Cleared outstanding debt within my portfolio at the time of takeover bringing outstanding balance to null.o Coordinated with Melbourne based sales team to secure multiple contracts for refurbishment of hotels / stores.o Improved order processing speeds with collaboration with Admin Support staff