Lesley Waldron Email & Phone Number

Sydney, Australia

Change Manager for the deployment of new initiatives across Service NSW, face to face, contact centre and digital.

• Service NSW is an initiative that brings together and simplifies a multitude of government services and transactions under one accessible point of contact for 'New South Wales' State residents and businesses. Service.
• Built brand new customer-facing team tasked to support NSW business inquiries
• Team became fully operational prior to scheduled launch date
• Assisted with implementation of Lifelink and managed change impact to Contact Centre
• Nominated for CEO Awards in November 2013 (3 months after joining Service NSW)
• Awarded Team Leader of the Year (November 2014)PRIMARY RESPONSIBILITIES

Westpac

• CALL CENTRE PRACTISE MANAGER (10/11 – 05/12)
• Educated Bankers to operate with more business acumen to become self-supporting
• Mentored team leaders - introduced new sales plan to work to with their Bankers
• Mentored both Sales and Service Leaders to achieve their Sales and Income targets
• Responsible for discretionary pricing of products sold to Westpac SME customers
• Escalation point for all complaints, in particular those escalated to the CEO’s office CENTRE MANAGER (12/10 – 09/11)

• ACQUISITION AND RELATIONSHIP MANAGER (10/07 – 11/09)
• Saved $500k per annum in travel expenses by taking BDM’s off the road
• Reduced lead actioning time from 10 days down to 48 hours
• Improved conversion rates from < 20% up to results of 30% – 35%
• Lead roll out of mandated scheme updates e.g., EMV, Triple DES
• Swapped out program that covered approx. 25,000 EFTPOS terminals

• KEY ACHIEVEMENTS
• Reduced outstanding customer contacts from 3 weeks down to 24-48 hours(Given 2 months to achieve this, completed within 6 weeks)
• Officially appointed to the role as a result of performance
• Introduced clear and track able objectives Key Result Areas - KRA's
• Exceeded planned target increase by 5%
• Target to increase plan by 14% and was exceeded by 5%.PRIMARY RESPONSIBILITIES

• KEY ACHIEVEMENTS
• Reduced overtime from 150 hours per week down to zero with new procedures
• Removed staff from being on call during weekends for equipment failures
• Negotiated with our third party installer to take over this task - saved approx. $160K annually
• Created new environment of trust that greatly improved morale and team performance
• Directly reflected via improvement of “Internal Service Indicator” results by 20%

• KEY ACHIEVEMENTS
• Improved – GOS by 28% from 48% to 61%
• Reduced abandonment rate from 6.40% to 1.40%
• Achieved staffing levels to be 49% below optimum numbers
• Increased call numbers by 4.3%PRIMARY RESPONSIBILITIES
• Directly responsible for 8 teams out of 14 total Customer Service Operator teams