Here I've led our customer contact strategy (how communication providers contact us), delivering projects to achieve this strategy. • Led a complex project to re-platform our specialist Customer Service teams onto Salesforce, improving efficiency and self-serve capabilities for colleagues and our customers (Communication Providers).• Reduced customer demand by removing repeat contacts, improving first contact resolution through a sharp focus on quality of service. Here, we delivered a new tool to front line teams to help them find key support content, easily. We also took the opportunity to challenge best practice• Through developing close working relationship with our customers' front line teams, owned and managed the roadmap for our self-serve suite; delivering regularly through agile methodologies.

Starting with an operation of 16, I scaled it to over 400 FTE in the space of 8 months through a blend of on and offshore teams. I was responsible for the opex budget, operational performance and managed a team of CI specialists responsible for the customer journey for provision, repair, customer service, retentions, and billing operations for our new flagship product; FTTP. Setting clear processes, building effective training, and instilling a continuous improvement culture was key to protecting a positive customer experience, while enduring rapid growth through challenging commercial targets.

Responsible for identifying opportunities for improvement within the company’s provision function. Using continuous improvement methods, I designed and delivered against a roadmap of change which reduced costs and improved customer experience with little to no capex investment. Improvements which resulted in halving Ofcom complaints, increasing new customer connections, and reducing demand through self-serve and automation.

Working in Consumer Provisioning, helping smooth customer journeys and ensuring onboard processes are customer centric.

The role was responsible for taking VOC feedback from complaints (internal and FCA/FOS), call listening, NPS and agent feedback, investigating customer issues by conducting thorough RCA using Lean Six Sigma methodology and playing back to the business the opportunities for fix. I'd work close with the change teams to decide what to implement

Moving to the company’s transport side of operations, my role here aimed to deliver initiatives that would improve how we managed existing customers and how we were able to spot opportunities to grow the business. Other aspects of this role also included delivering business growth opportunities to key senior stakeholders to gain approval in order to progress on to the next stage of the tendering process.

Working in a unique commercial environment, this role entailed working closely with alliance partners within the Aircraft Carrier Alliance (Ltd) to deliver one of the nation’s greatest engineering projects; the Queen Elizabeth Class (QEC) aircraft carriers. Working on a multi-billion pound project to ensure the company’s commercial interests were at the front of any decisions taken by the alliance and working so closely (daily) with the customer. As expected with a project that size, contract deliverables often needed to change and my role centred on gathering the company’s input to these changes and ensuring the figures were financially and commercially sound. It was my responsibility to ensure correct governance was followed and the right stakeholders were engaged.