• Led an operation of c200 staff and delivered for more than 400,000 customers, with £6bn invested. Implemented a complex transformational change programme to plan, with no detrimental impact on customer service delivery. Enabled £1.8bn of capital to be paid back to policyholders. • Developed and implemented updated operational models and organisational structures. Made Operational Excellence efficiencies and implemented a Lean Simplification continuous improvement programme, leading to local budget savings of c£300k and an overall operating cost reduction of £4m a year. Reduced the size of the operation by 40% in three years. • Engaged key senior stakeholder such as other Executive Committee members, the Board of Directors and external governing bodies. Created a sustainable culture of improvement, enabling the new corporate strategy to be implemented successfully.• Handled recruitment, development and succession plans. Engaged and empowered people, by delivering coaching sessions, such as Lean techniques, media training, Myers-Brigs, negotiation skills and crisis management. Enabled talented staff to successfully transition to the next step of their career. • Directed the Customer Service operation and delivered an outstanding and compliant service for policyholders. Customer feedback and experience CX scores about communications were at 95% or above, with complaints and errors below 0.2% of the overall volume of work.• Coached and empowered senior management through uncertain and challenging times. Delivered an effective forward-looking performance management framework and delivered compulsory redundancies in a transparent and respectful way. Achieved feedback from affected staff that they had been treated with dignity and respect.• Wrote effective governance policies as a member of the executive committee. Regulators used the company as a benchmark for other organisations.

Managed the Customer Service function, leading and developing a team of experienced managers. Implemented simplification initiatives to reduce operating costs by standardising processes and facilitate the exit of c35 staff. Managed a number of significant changes, including an IT platform migration and HR projects such as site restructuring and staff redundancies.

Managed a team of complaint handlers and met regulatory requirements. Oversaw health and safety and reduced number and severity of incidents and increased staff awareness. Designed and implemented a robust quality checking and root cause analysis approach across multiple brands. Resulted in a saving of over 5,000 hours per annum and identified substantial improvements.