Maxine Ellis Email and Phone Number

In December 2015 I was asked to join the largest Portfolio in the department delivering new technology in the Logistics and ecommerce sector. Responsible for the Portfolio Plan, Dependency Mapping and Work Stream lead for Non Functional Testing.

May 2015 I took ownership a Global Cash Efficiency Project, leading a team in the UK, America and Japan as the initial markets. Walmart had introduced Agile principles and frameworks for leading this project, so in order to effectively deliver I certified as a Scrum Master in July 2015. Adapting and flexing your predominant PM skills to servant leader role can be challenging, however by using Emotional intelligence and constant feedback from the team we learned to change our behaviour and become more self aware.

Joined the Retail Innovation team who deliver cutting edge technology into Asda to gain market share and improve customer experience. Delivering my first project in May 2015 on schedule, to budget with a quality working solution from day one. The reporting tool enabled the retail Innovations team to reduce modelling times by a day a week. The success of this project was recognised by the Business Intelligence team who invited me to present "What a good Job Looks Like" at an Asda Conference to encourage the use of Business Intelligence to analyse data rather than using local spreadsheets or database to run reports.Piloting new technology is both exciting and challenge, so I relished the opportunity to take over an existing pilot with a 3rd Party to establish whether the benefits forecast could be achieved.

Directly responsible for work stream leads and matrix management of 15-20 staff including; Solution Designers, Testers, Systems Integration, Change Management, IT Service Transition, HR, Finance and Procurement.Supporting Directors in preparing business cases and benefits analysis to identify feasibility of the project to deliver a return on investment. Challenging whether a project should start can prevent un-necessary capital expenditure. Estimating and continuously tracking project finances within tolerance throughout the project life cycle, realising Delivered strong stakeholder management through adapting communication style and methods to provide timely updates, escalations and recommendations up to Senior Directors. Utilising emotional intelligence to challenge, gain agreement and effectively speeding up decision making to resolve issues, risks and political disputes. Steered positive outcomes, with multiple disciplines, by early engagement and encouraging buy in, chaired trouble shooting sessions with a variety of parties with their own agendas and requirements. Substantiate and manage risks, assumptions, issues and dependencies (RAIDs) in the project log on a regular basis to review mitigating actions and impact assessments on critical path and overall strategy. Led 3rd Party negotiations from raising RFI’s, reviewing bid compilations’ to completing statements of work for new and existing business partners. Responsible for ensuring successful entry and exit for each test phase including; System Integration, User Acceptance and Operational Testing.Facilitated trials and pilots key to implementing a working solution that can be seamlessly transitioned into trained IT support teams with full in life service and maintenance agreements in situate. Responsible for Project Closure, Client sign off and Warranty completion, accountable for generating relevant documentation, including Project Closure and Lessons Learnt log.

Project representative for customer and operational impact assessment. Key responsibilities include; integrating change into the business, through communication, training, process engineering and business readiness planning. Negotiating with senior management to successfully deliver business benefits and minimise any detrimental impact on targets. Facilitating pilots/trials to ensure quality working solutions are implemented after user acceptance testing.

Work stream lead for a Change Manager, for any projects that impacts on churn, retention, complaints and loyalty. Driving through process improvements using statistical analysis to monitor pilots/trials to running business readiness for launch delivering change to the operation to increase customer satisfaction. Increased accuracy of National Incentive reporting by 40%, through data analysis and problem solving leading to a fully automated reporting suit preventing data corruption and reducing operating expenditure. 20% reduction of internally transferred calls through several initiatives including; bill inserts, re-dial trial, call routing changes, IVR improvements, challenging call handling procedures and promoting empowerment.

Utilised customer and colleague feedback to deliver innovative improvements to policies, training and challenged the norm for the benefit of both the business and customers. Designed and implemented the first accreditation scheme for consistent development, improving morale and career progression. Created the root cause analysis team who categorised complaints identifying patterns which could be presented direct to the senior leadership team, with recommendations to create buy in to lead change.

Turned around the most un-productive team in the NCLC to the most productive in 4 months. The success of our team led to piloting the WOW factor, we reduced credit spend by £2K a month, by turning a bad experience into a good one through non-monetary compensation.‘Time to Shine’ program, designed and delivered the new brand values- building a new culture within the centre.

Managing the deployment of mobile engineer’s for the North, to over 2000 clients from; Retail, Hospitality, Government and Corporate.Delivering service 7/24/365, with a team of 30 people with varying roles of responsibility from; major account controllers, supervisors and customer service co-ordinators.

Member of the leadership team for the No.1 revenue generating account at ICL in 2000. This led to the centre winning ICL team of the Year. Managing technical teams across a large call centre environment, adhering to telephony, fault and quality targets. Managing supervisors, quality assurance and reporting analyst, performing all resource related activities.

Selling IT contracts to large businesses and providing after sales care for contract changes and annual renewals. Successfully established and expanded revenue to exceed my bonus target of £250K a quarter.

Centralisation of ICL’s First UK Customer Satisfaction survey. Unique insight into our customer’s perception of services gaining vital knowledge which enabled me to improve the customer experience, through redevelopment of training and processes re-engineering. Implemented statistical measures compiling weekly dashboards to improve quality within the engineering division..