Mark Goldfarb Email & Phone Number

Manchester, England, United Kingdom

Blackburn, England, United Kingdom

• Acted as the face of Barclays in Blackburn; became an executive board member of Blackburn BID • Held a minimum of one joint appointment with each of four business managers/corporate clients• Spent a minimum of 1/2 days per week in the Banking Hall talking to Blackburn Customers• Maintained operational excellence, ensuring regulatory and internal control policies adhered to• Supported a team of five branch managers to grow inbound telephony hours from 200 to 540pw• Changed culture from supporting customers 9–5 Monday to Friday, to 8–8 Monday to SaturdayAchievement Highlights...• I reorganised the structure and mindset of the branch, creating a concierge role focused on greeting and supporting customers in getting around the branch; and creating a customer-first mindset with all colleagues. This increased Net Promoter Scores from +23 in April 2019 to +65 by the end of the first quarter of 2022. The team’s 2020 engagement score via our ‘Your View’ survey was 89 (well above the industry norm). This led to a 60% increase in performance and colleagues agreeing to move to the hybrid role of face-to-face and telephony. Blackburn became the largest contributor to inbound telephony performance regionally, accounting for 150+ hours per week.• I initiated an outbound calling afternoon every Wednesday by personal bankers. Although successful, afternoons were not ideal call times, so I created a telephony hub to proactively reach out to customers and provide financial advice. Self-generated appointments grew from 1-2 per FTE per week to 5-6 by the end of 2019. This increase led to a 60% increase in complex solutions. Lending rose from 3-4 per week to 5-6, fee-paying account packs from 4-5 per week to 7-8, and insurances from one per week to 2-3. As a result, I took the lead for the region on a calling strategy for all go-to bankers supporting our mortgage customers and increased performance by 40%+.

Fylde Coast

• Supported and coached a team of 10 leaders to achieve both service and solution goals• Acted as the face of Barclays for stakeholders: Blackpool Council, Local MP'S, Blackpool Hospital• Lead a team of 50 FTE colleagues across six sitesAchievement Highlights...• Led the Essentials Project, placing branches in Asda superstores and providing customers with greater access to cash and advice. I was responsible for the site in Blackpool and led six other sites across the North of England. Blackpool became the No 1 site in the country for customer satisfaction (Net Promoter Score of +62), and performance across the complex solutions, lending, insurances and current account packs. Cost to serve decreased as the sites were up to 40% cheaper to run, not least because superstore locations enabled us to close two branches and build an essentials site, providing access to services with free parking for a fraction of the cost.• Secured Blackpool Council's corporate account and delivered its social value agenda. Standard support programmes were not completely relevant to council or resident requirements. I met with the CEO of Blackpool Council, the Head of Procurement at the Council, and the Head of Blackpool Coastal Housing to understand their requirements and drew up a two-year plan, which involved money skills sessions at seven primary schools for 1000+ children; 20 monthly digital skills session at Blackpool Independent Living Centre; and 25 hours of volunteering to renovate Kingscote Park. The account was worth £1/2m per year, and the social value agenda was so successful I was asked to support St Helens and Bolton when Corporate bid for those accounts.

Blackpool, England, United Kingdom

• Responsible for the day-to-day running of a major town centre branch plus two satellite branches• Line Management of two assistant managers, four local business managers, one premier manager, and a mortgage advisor; overall responsibility for the coaching/development of 26 FTEs• Coached and developed 26 staff across three sites, including four Local Business Managers• Exceptional service standards. Average rigour score of 93% (against a company standard of 85%)Achievement Highlight...• I instigated a weekly diary management concept, setting an expectation that by Thursday evening each personal banker would have 15 pre-booked appointments in their diary for the following week. This generated performance growth and increased customer numbers, leading to reclassification of my branch from B4 to B5 – performance ranked in the top 23 regionally and accounted for 11% of overall sales. The diary was rolled out across the area, and then across the region. Achieving this required balancing the needs of the business, customers, and colleagues.

Preston

Kendal, England, United Kingdom

Blackburn, England, United Kingdom

Blackburn, England, United Kingdom

Preston, England, United Kingdom

Preston, England, United Kingdom

Preston, England, United Kingdom