Responsible for identifying growth or cost efficiency initiatives across the business outside of Marketing channels. In addition to this I lead on cross business activities which support the long term strategy of Hometree.- Identify and lead the successful implementation of new B2B partnerships and Acquisitions- Launch Hometree products in new market sectors to scale the business across a variety of customer audiences- Led the activity to prepare the business to become an Appointed Representative and launch a suite of insurance plans- Coordinate cross business Objective Key Results (OKRs) defining and management to support performance against strategic goals

Focussed on driving growth through B2B channels I've worked with companies across various sectors including price comparison websites, energy, property and insurance to set up new partnerships to distribute Hometree plans. After identifying a partnership opportunity I work with internal teams to build new propositions, customer journeys and operational processes, continuing to optimise performance post launch.- Launched and managed partnership channels which deliver c.60% of all annual growth- Optimised channels to acquire new growth at 30% less cost than core marketing channels- Developed a new proposition to open up the price comparison website channel for Hometree

Responsible for managing the business roadmap and programme of work through Local Heroes ensuring growth in sales volumes, revenue and effective implementation of work. Heading up a team consisting of a Business Development Manager and two Business Analysts the role consisted of driving delivery across all aspects of the business from partnership set ups, improved sales channel performance and new propositions.Some key highlights include;- Delivery of a project resulting in 30,000+ jobs for Local Heroes over a period of 6 months in response to supporting the wider Centrica business- Leading on the Ford and Volkswagen partnership to implement an installation booking journey for electric vehicle chargers- Launching Local Heroes boiler installation proposition throughout the UK mainland- Driving volume growth and expansion of the Local Heroes Ireland business

Working within the Programme team in Hive, as Business Design my role was to lead on processes and products being delivered within the business from the early stages. Working in particular with the CRM and Salesforce teams. This role involved;- Presenting solutions to how the architecture of the business should look in order to support both new processes and product launches in the UK, Ireland, North America and Rest of the World- Establish and own business requirements for each project- Understand business challenges and offer innovative and practical solutions

As part of the Customer Operations team in Hive my key objectives were to ensure successful delivery of projects and processes both in Hive and in partnership with British Gas. This included;- Driving the development and delivery of an app to over 8000 British Gas engineers enabling them to sell Hive products without calling a contact centre, reducing engineer sales calls by around 40,000 (50%)- Delivering a business wide change to reducing the number of errors and exceptions in Hive account creation for customers and associated calls into the Hive contact centre by 70%- Acting as the Hive Operational Lead supporting the launch of Hive Active Heating Subscription in British Gas- Engaging, communicating and training change to Team Managers and agents in Hive contact centre

Involved 3 placements in different areas of Centrica which are outlined in more detail in the separate sections;- PMO Process Manager, British Gas- Customer Services Team Leader, British Gas- Change and Business Readiness Manager, Hive

Based in British Gas contact centre my role was to lead a group of frontline customer service advisors, supporting their day to day roles while providing coaching and driving development.Key intiatives and achievements:- Motivated, supported, led and coached a team of 10 Customer Service Advisors to deliver against set KPIs and offer a high level of customer service- Improved team performance across all targeted KPI's including sales and NPS- NPS lead for the contact centre raising awareness of the site NPS target for the year and running initiatives to drive teams towards hitting this target.- Communicating change clearly and effectively in a continually adapting environment.- Working with individuals to improve performance and behaviours using Personal Development Plans and Performance Improvement Plans

Working within British Gas Residential Energy in the Portfolio Management Office I was involved in ensuring the governance and delivery of projects throughout the business.Key initiatives and achievements:- Drove the rollout of the project management tool CA PPM Clarity to all programme and project managers- Designed a dashboard to monitor project assurance and movement against portfolio KPI's- Designed a project roadmap forecasting delivery for 2015/16- Supported programme and project managers with assurance deliverables required to progress through the British Gas Change Delivery Model.- Attended assurance boards and steering groups as a representative of the Cross Residential PMO team.

I successfully completed a summer internship with Centrica working in their British Gas New Energy (BGNE) division for 10 weeks. Enrolled on the Customer Operations Stream I carried out a number of tasks:- Set up a Net Promoter Score (NPS) process for the Green Deal department of BGNE who are involved in rolling out the government initiative 'Green Deal'. From the results I provided recommendations in order to improve the service the department provided and increase NPS by 40%. - In-depth complaints analysis to identify trends and key problem areas. Results were presented to senior management along with suggested recommendations to reduce complaint volumes.- Independent assessment of model call criteria. Model call is a marking criteria used to assess the level of service phone agents provide to customers. Through an independent review of the criteria I was able to present ideas on how the marking scheme could be adjusted to make it more accurate.- Plan and roll out a customer service training week for the whole of BGNE, roughly 170 people. The week was based around increasing knowledge of a coaching tool called the 'Performance PIE' in order to help employees improve their performance in the workplace. Through a variety of events knowledge was increased by 30%, knowledge of the business of a whole increased by 12% and confidence in notifying managers of a model call increased by 25%.- Give presentations to departments, team leaders and senior management detailing the work I was carrying out and the benefit to the business.- Effective management of key stakeholders in order to identify where to focus efforts to achieve results which would be of the greatest benefit.

Progressed to the position of 'Team Leader' after proving my capabilities throughout my employment at Tesco. From 2009 onwards I acted as a seasonal Team Leader returning to work during my time off from university in summer and winter.My roles included:- Successfully supervising all operations within the checkout department- Making decisions on behalf of my team, communicating key messages to them and listening to their feedback- Providing exemplary customer service and addressing any problems or concerns that customers have - Meeting required efficiency targets of customer service set and monitored by an automated system on a daily basis- Supporting the department manager by taking responsibility for the department in their absence - Resolving any staff issues which arise by holding discussions with individuals and taking the appropriate actions- Monitoring of cash intake and transfer of cash to the safe room