Lead 500 frontline operational FTE engaged in debt recovery activities, reporting directly to British Gas Director of Credit Services. Management of external offshore resource, Insolvency Practitioners and Solicitors Firms.Reduced SME Debt book from a peak of £335m net debt (Aug 2016) to £128m (Aug 2019) through increased operational focus, continuous refinement of operational contact strategy and tactical campaigns.Collaborated with key stakeholders across British Gas’ matrix management framework to redefine risk appetite, establish governance routines and drive upstream service enhancements to reduce drivers of debt and remove barriers to payment.Delivered year on year operational savings in line with financial plans through FTE reduction and management of external third party costs, reducing annual spend from £11.8m in 2016 to £5.6m in 2019.Defined and developed a targeted strategy, leveraging data insight, analysis and Field capability, to drive down the most difficult aged debt segments from £45m >365 days outstanding (Dec 2018) to £28m as of August 2019.Working with Baringa Partners, pioneered the launch of a British Gas wide Continuous Improvement programme focused on driving frontline engagement and development, reducing waste, enhancing customer experience and increasing collections performance.Site Responsibility: tasked with overseeing Health, Safety and facilities management for site of 1500 users. Reduced HSE incidents, increased site engagement and delivered site refurbishment within budgetary framework.

Detailed Data analytics and insight to locate errors in billings impacting on business revenues. Built a team of 50 from scratch by embedding the function across the business through stakeholder engagement, creating a centre of excellence for data analytics, portfolio insight and practical problem solving.Lead the end to end delivery of initiatives that recovered lost revenue and margin through aligning accounts with the agreed contractual position, recovering £15m revenue (net) and created the controls to prevent future losses.Delivered consistent upper quartile employee engagement scores through empowering, upskilling and investing in the Team.

Creation and management of teams of 60+ agents delivering frontline sales and service model to B2B energy customers.Moved contact Net Promoter Scores from -12 to consistent delivery of +50 customer scores through performance management, coaching, upskilling and harnessing customer feedback.Working with BGB Sales Teams, raised internal sales lead generation volumes by 34%, increase conversion rates by 18% and reduced customer churn by 5%.In response to customer insight, worked alongside BGB Energy Services and an external Energy Consultancy to develop a data analytics tool and frontline Energy Efficiency training programme that allowed frontline agents to offer real time, actionable advice to customers to reduce unnecessary cost.

Created the Retention and Renewal Teams focused on reducing customer losses through proactive contact and efficient management of annual renewal processes.Through effective management of different customer communication channels and proactive contact strategies, reduced customer churn from 24% in 2001, to 4% in 2006.Worked closely with our Commercial Propositions channel to create cost effective and innovative products and services to meet customer needs and reduce drivers of dissatisfaction.In partnership with Legal and Regulatory, ensured our retention strategies remained compliant with Ofgem regulations and drove industry wide change to enhance customer choice.