Mark Bramley Email & Phone Number

Leeds, Gb

Led the Global Contact Centre Voice channel transformation and associated Contact Centre sub-value stream. Delivered biometrics, natural language call steering and other capability connecting Voice to Digital, reducing customer and colleague effort, cost and fraud. Chief of Staff including Global Contact Centre strategy, governance and policies, enabling frontline colleagues through operating model and technology investment. Supported markets, brands and functions. Shaped transformation and operating plans, delivering service standards and committed employee and financial plans.

Led globally dispersed teams across Global Businesses and Functions. Managed complex programmes, working closely with Group Heads of Businesses and support functions to deliver target operating models and transformation outcomes. Programmes included Physical Distribution and Self Service that defined and delivered new branch network with reduced cost to serve; Digital and Customer Authentication initiatives.

Led the global programme from a staff channel lens. Influenced global distribution model and CRM work streams, which delivered improved customer experience, process efficiencies and increased focus on customer need, reducing servicing and sales cost. Designed staff channel requirements with a contact centre and performance management framework, which was leveraged and shaped for branches. Informed operational and policy shifts, confirming customer and business requirements, investment and resources that delivered business and technical change to execute agreed strategy.

Led the Sales and Service teams operational in Leeds and Hamilton, owning operating plan. Customer interactions handled with market leading service and added value, driving improved sales and cost reduction. Reduced calls with digital migration, developed and empowered teams that increased sales and lead generation across all products and services. Coached an experienced leadership and management team through increased and focussed performance management change, providing learning interventions or helping individuals to make informed career changes.

Led the UK team and relationship managed the important HSBC offshore teams in Malaysia and India. Delivered an end-to-end view of the customer on-boarding experience. Implemented new acquisition operating model increasing prospect conversion, activation, cross sales and digital adoption.

Senior member of the Customer Services Leadership team, leading and motivating 1,500 people. Delivered excellent business results in service, credit, sales and back office operations during a public and uncertain period for employees whilst Prudential looked to sell its shareholding.

Led underwriting, collections, debt recovery, credit review, policy, training and change teams. Relationship managed external collection agencies. Managed key relationships with Marketing, Product Management, Analysis and Development, HR, IT. Maximised value from lending related initiatives and campaigns whilst minimising credit risk.

Led specialised Contact Centre teams, owning operating plan. Initiated and managed business wide planning exercise, resolving potential strategic and operating plan conflict through early implementation of cost management initiatives.

Analysed changing customer interactions across channels. With a maturing customer base and increased digital migration, the employee base and call volume were reducing yet historically 85% of sales generation and completions was through the Contact Centres. Influenced sales operating model change, including increased digital and outbound contribution.

Led and re-focussed a Sales and Service support function including Service and Sales Development, Planning, Resourcing and Performance Management, Training design and delivery, Internal Communications, Customer Contact Quality.The team supported Service and Sales teams employing 2,500 people, driving change and developing relationships to exceed business objectives.

Having joined first direct before launch, developed through several management roles that provided excellent opportunities to work with and learn from HR, Finance, Marketing, Data and Insight Management, Planning, IT and Risk teams, which collectively provided early insight to the power of collaboration across organisations.