Macey Webber Email & Phone Number

London, England, United Kingdom

Hove, England, United Kingdom

Travelopia is a global business made up of a collection of experiential travel brands, headquartered in the UK, private equity owned. Brands in the UK including Sovereign, Citalia and Exodus.I directly headed up the sales team of 18, reporting into the Managing Director and other key stakeholders, whilst working with counterparts in procurement, marketing and commercial.Responsible for Business continuity planning in Feb 20, rapidly transitioning the team to work from home due to COVID lockdown. Implemented and embedded a new phone platform (Talkdesk) remotely and provided team training. Used new Microsoft teams to maximise working from home and set a new culture for the sales team, encouraging a high performing and fun sales environment to ensure the team was motivated and energised to achieve the best results.I led a change in strategy, whereby we encouraged the team to sell to clients the benefits of amending their holiday or taking a voucher to later dates so we could retain the margin in the business. A 6 month target was set to retain £708K with a 22% conversion - we overachieved with £975K with 37% conversion.

Direct responsibility for 6 Sales Managers and their teams performance, and a training team of 3. Worked at the forefront of brand performance, working with the Sales Managers to maximise margin generation on a daily basis by ensuring the sales managers focused on their individual teams accountabilityReporting directly into the Sales Director, I was second in charge on the floor.. Collaborated with the leadership team and other functions and departments and was the face of the sales floor in the absence of the Sales Director. Attended Trading meetings with all Heads of Departments. Deputised responsibility for the motivation and performance of over 120 employees across two UK locations (Leeds & Crawley), constantly adapting to new ways of working and approaches.Analysis of the end of day reporting on the overall performance of the Travel Centre against the key metrics set around activity levels by brand – using data insights to make key decisionsLed the changes to the guest experience team focusing on getting the right sales lead to the right person and keeping the client on the phone which resulted in Q2B for H&J direct 10.97% increased to 19.89% by end of July.Drove the initiative to get the right lead to the right person to move away from branded teams into Destination Specialist teams. In doing this we played to the teams’ individual strengths which resulted in an increase in quote to booking levels by 2%. Key strategic destinations, such as India at an 11% growthUsed data from KPIs, telephony and commercial insights to spot trends and opportunitiesLed the Short haul team for a period due to managers absence and they exceeded target in that period.

Embedding the sales and service wheel framework into H&Jmoving from an order taking call to sales through serviceFocusing on the quote to booking conversionbreaking down everyone’s individual performance to work out what areas of the call guide they can improve on to maximise impact for immediate growthUndertook performance analysis for a three-month period and identified three main levers that if the staff focused on would improve results. Worked out ROI of all staff and focused on the bottom 5 that were all costing us money. Presentation with all the facts, asked what support they needed started performance management and all 5 improved. Increased margin per hour from £90 -£135Increased NPS score in 10 months from 82 to 86.25

Margin increased by removing discounting completely. Complete culture change from using discounting to secure booking and actually selling the benefits of the brand and why it’s worth paying more to book with usUsing live chat as a tool to sell “going fishing for leads” turning them into calls. Increased engagement and 60% of live chats got turned into phone calls instantlyH&J split direct/trade QTB conversion increased from 12% - 19%Key stake holder and responsible for the culture change and split of direct/trade in H&JIncreased H&J direct margin hitting £100k margin per week, up 20% on targets vs previous year