Stephen Marshall Email & Phone Number

Edinburgh, Scotland, Gb

Glasgow, Scotland, United Kingdom

Scotland

Scotland

Edinburgh, United Kingdom

United Kingdom

Coventry, United Kingdom

First Utility is a challenger utility company that is committed to helping customers reduce their energy bills through the use of innovative technology, by offering cheaper tariffs and campaigning for industry change. As Head Of Digital Service Delivery, I was responsible the development and delivery of their enhanced digital service vision with a focus on introducing low cost digital optimised customer journeys this has included: - Development of Digital Service Strategy - Management & Development of the Social Media / Test Learn teams. Including optimisation and growth of the social media customer service response team. This has lead to First Utility being voted Number 1 for Twitter Customer Service in the Utilities Sector, and voted Number 1 for Digital Service by external companies. - Introduction of new contact channels, we were the first company in EMEA to launch Facebook Messenger for Business, and have introduced web chat as key cost saving contact channel - Introduction of test and learn function to ensure only cost effective Digital Services go to market.

Edinburgh, United Kingdom

At Standard Life I worked with both the business and IT teams to help shape their initial requirements for an omnichannel digital contact centre. This included designing the ideal cross-channel customer journeys, designing the ideal agent journeys, eliciting requirements and supporting procurement of state of the art infrastructure to support the move to a best in class omni-channel customer experience.

United Kingdom

As Channel Development Manager, I was responsible for the development of the Live Chat platform within BSkyB. This included, among other things: - 3rd Party Supplier Management, - Consultant to the operational teams, - Delivery Manager, ensuring developments are delivered on time and to budget - Platform Strategy - Looking at where to take the Live Chat channel maintaining its best in class status.

Livingston

As Digital Service Development Manager at Sky I developed the strategy for our Digital Service Teams. This means identifying the right technology, process and opportunities to expand our service presence in Digital Channels.

Introduction / Operational Management of the TV Technical Live Chat pilot – I was originally contracted into Customer Group Change team in Sky with responsibility for implementing a Live Chat Pilot as part of a Self Service Transformation Programme. This involved working with the external supplier, contact centre staff, IT, training etc. to ensure everything was in place for the launch. Following on from the launch I managed the pilot from a business point of view. Obtaining insight from the customers / staff and working with various departments to act upon the feedback that had been gathered. This included updates to the online help for customers, and process improvements within pilot team. The pilot was deemed a massive success and Live Chat is now seen as a fundamental channel for online assisted service within Sky.

From December 2009 to December 2009 I was working as a contract consultant with HBOS / Lloyds Banking Group in their Payment Services Organisation. The banking industry within Europe is undergoing change in relation to the Payment Services Directive. I was contracted by HBOS Payment Services to assess the impact of the Payment Services Directive on their systems, processes and organisation. This has included: • Identifying gaps • Designing PSD compliant processes• Identifying and documenting system changes• Identifying contractual changes• Providing consultancy to stake holders / other departments in relation to the Payment Services Directive

Between August 2008 and December 2008 I was working with Glasgow Housing Association (GHA). GHA is a relatively new organisation, formed from the Glasgow City Council. They have an aggressive business plan and to support that they have a requirement to introduce new technologies and processes that offer tenants better facilities. One of the facilities they were introducing was payment by Direct Debit, and I led the analysis on the project. This included:• Analysing and recommending processes to become AUDDIS compliant as an organisation• Implementing the processes and technology to support Direct Debit payments• Redesign of aspects of the business model to which in current state would have inhibited direct debit.In addition to the work on the direct debits, I was the lead analyst on a project to recover former tenant debt.

Between April 2008 and August 2008 I was working for Halifax Bank of Scotland’s Corporate IT. During my time at HBOS Corporate I was part of a small focused team of contract analysts / consultants producing a Target Operating Model for the company’s Loans Administration area. This involved:• Documenting the current “as-is” processes• Performing capability assessments on the projects where strengths / gaps / problem areas were identified.• Investigating industry best practice.• Defining requirements to move the processes from their as-is state to the best practice.• Producing a Road Map to get from current state to desired state.In addition to the work on the Target Operating Model, I was the lead analyst on a project to ensure compliance with the FSA guidelines for Liquidity Management.This involved:• Documenting “as-is” processes relating to the HBOS Corporate Cash flow and work in progress.• Designing improved processes / reporting to support unpaid commitments, work in progress, deposits. The objective was to get a clear view of current liabilities and ultimately the liquidity of the Corporate business.

Between April 07 and March 08 I worked as a contract consultant with HBOS working in their Payment & International Services – Business Change team working on the following projects:• Introduction of the SWIFT Relationship Management Application • Assessing the requirements for HBOS to allow compliance with the Consumer Credit Act 2006• Risk Assessments on critical payments processing systems• Implementation of Euro Strategy – Introducing SEPA etc.In addition to the key projects above, I have introduced project-reporting guidelines for the project managers & organisational change assignments within the department.

A FTSE 100 company, BSkyB (familiar to most as simply ‘SKY’) is the largest provider of digital entertainment services in the UK. Over a number of years, the Company has radically restructured its business and technical processes in one of the biggest IT implementation projects outside Government (the CRM programme). Within this huge endeavour I was part of a team tasked to review the ways in which business requirements were gathered and documented. These included the application of advanced UML techniques. My key responsibilities were: - Programme Level / Detailed Analysis - Leadership of the analysis team - Performance and coordination of analysis tasks - Task allocation and tracking (effectively a management role) - Coaching the team in both business and systems analysis

My first assignment at Standard Life was as part of a development group focusing on the introduction of stakeholder pensions, I then moved on to analysis of their ‘With Profits’ processes.Achievements:• Excellent track record of delivering Scoping Documents and associated UML model documentation• Within three weeks of joining Standard Life I was given team-leading responsibilities, managing a team of six analysts and developers• Consistently high quality of work evidenced by high ratings in all areas of the company Performance Assessment