Michael Killoury Email & Phone Number

Shropshire

Premier Medical Reporting Ltd. 2014 - 2019A £70m turnover company providing medical reporting, screening and rehabilitation services to Insurance and Legal Services companies through a panel of over 4000 medical experts.Operations Director Full P&L and service delivery accountability for 375 contact centre, operations and support staff spanning customer service, IT, HR and MI over 3 UK sites.• Transformed the Operation from a process handover model into a full case ownership model supported by web-based and smartphone technology solutions. Significantly improved the customer experience, increased productivity by 18%, improved case cycle and billing times by 24% and reduced cost per claim by 16%.• Introduced self-funded Performance Related Pay aligning staff to the business objectives and a Skills/Salary Banding Structure allowing for staff progression/promotion. Reduced staff turnover by 32% and improved sickness absence by over 40%.• Significantly improved operational management information to provide more detailed and timely reporting for senior management, including KPI dashboards and age in status reporting, facilitating the achievement of business goals.• Project Director for the introduction of Microsoft Dynamics 365 into the business.• Programme Manager for the buyout of the company from Capita (Healthcare) Plc in 2016 including responsibility for the staff TUPE process.

A £100m turnover fuel cards and fuel distribution company. Full P&L and service delivery responsibility for 155 contact centre, operations and support staff spanning sales, marketing, IT, HR and logistics over 7 UK sites.Key Achievements:• Successfully introduced additional customer and commercial value adding products increasing the fuel cards gross margin by 58%.• Restructured fuel cards in line with the company strategy to make it the core business and introduced innovative marketing campaigns, improved CRM systems and targeted KPIs increasing sales by an average of 11% per month.• Significantly improved financial and operational management information to provide more detailed and timely reporting for senior management facilitating the achievement of business goals.• Devised and introduced cutting edge real time dashboard reporting for fuel distribution based on vehicle profit measurements achieving an average of 12% net profit increase per vehicle delivery.• Streamlined fuel distribution and negotiated contracts with major suppliers in line with the company strategy to increase fuel distribution annual net profit by £650,000.

A £95m turnover motor vehicle insurance claims handling and hire car company. P&L and service delivery responsibility for 245 contact centre, operations and support staff split into 5 departments spanning sales to cash collection over 4 UK sites.Joined as Operations Director - promoted to Divisional MD in Oct 2008. Key Achievements: • Restructured operations in line with the business strategy for operational excellence utilising lean six sigma and process re-engineering improving sales by 21% and cost per unit by 23%.• Introduced Systems of Work involving fully documenting all processes, procedures, supporting management information, resource planning, job descriptions and competencies, achieving an average 14% productivity increase in each department through the adoption of best practice.• Significantly improved operational SLAs and KPIs through the introduction of customer and supplier facing web based solutions, improved management information, training, coaching and incentive schemes delivering both commercial and customer added value.• Increased cash collected within 90 days by 18% through the introduction of a robust credit control process.• Improved customer satisfaction from 83% to 96% rating the service as good to excellent through improved communication channels and the elimination of “waste” from the customer journey.

A £70m turnover company providing insurance claims handling services to large insurers and fleet clients. A division of WNS Global, a leading worldwide Business Process Outsourcing company. P&L and service delivery responsibility for 230 contact centre, operations and support staff split over 2 UK sites and an India based operation. Rejoined as Head of Operations - promoted to Operations Director in 2002.Key Achievements: • Restructured UK operations and drove profitability to facilitate a successful NASDAQ flotation in 2006.• Set up and directed a green field site based in Bristol involving the TUPE of 170 staff to provide an outsourced accident management and claims handling service to a major insurance company.• Used lean six sigma methodology and web based solutions to increase productivity by 17% and reduce cost per unit by 21%.• Company’s appointed FSA approved representative.

A £54m turnover company based in South Wales, providing British Airways and other customer airlines with avionic maintenance, repair and overhaul services. Responsible for the management of 190 technical and support staff split amongst eight operating units.Key Achievements: • Achieved challenging performance targets through continuous process improvement and process re-engineering, performance management and the development and implementation of a clear business strategy. • Increased profit by 12%, greatly improved on customer service levels and gained a 10% growth in other customer work.• Significantly improved relations between management, senior union members and staff to facilitate whole site ownership of the company’s business goals.• Devised and implemented a staff development structure fostering an achievement focused culture, facilitating cross training and flexibility.

A £20m turnover company based in Ipswich, providing motor vehicle accident management and insurance claims handling services to large fleet owning clients.Responsible for the management of 110 operations and support staff, customer service, professional standards, new business implementation and all HR issues. Key Achievements:• Devised and implemented an organisational and cultural change programme that took the company from an independently assessed number seven in the sector for customer service to number one. • Reduced the average cost per claim handled by 18%, adding £1/2 million per year to the bottom line.• Introduced a structured career development path for staff to maximise their potential, add value to the business and retain key personnel.• Attained ISO 9002 accreditation and the Investors in People Award.

Served an eight year short career commission as a Seaman Officer completing service as the acting second in command of a nuclear powered submarine reporting to the Commanding Officer for:Day to day management and long term planning of the submarine's programme.Management, welfare and safety of 140 personnel.