Managing a team of Dental and Medical Legal Consultants to maximise the service experience we give to members.Implementing ideas to improve efficiency by bringing previous experience and learning to assist in the ongoing transformation of a forward thinking business.Testing new ideas, learning from them and by close stakeholder involvement, evolving business processes for the benefit of our membership.

Contract work to rescue contact centre performance• Managed an outsource partner for short-term cover• Conducted process reviews designed to improve short term efficiency. • Crisis managed the operation over a critical period including Black Friday and the Christmas / New Year period.• Produced a full report with practical recommendations for the recovery of the contact centre and took steps to instigate initial action.• Introduced stakeholder management across the company, and also to 3PL delivery provider.

Customer Service Operations Manager role responsible for raising orders for patient delivery across 6 diverse medical therapy areas. Managed 7 teams across 2 sites totalling 110 FTE.Also responsible for contributing to and executing strategic focus supporting the Director of Customer and Patient Services. Inherited an operation with significant cultural and people management issues. Created and executed a strategic plan to improve performance and morale;• Increased orders raised per FTE by over 100 per month, decreasing Cost per Order through tight performance management.• Decreased sickness absence to a low of 1.2%. • Utilised Six Sigma process management to increase contact rate for outbound calls and used LEAN methodologies to analyse and improve processes within the Fertility Team.• Achieved a clean ISO9001 audit with no advice points.• Reduced errors by close process and performance management. • Out of existing staff, created a brand new team to build a new therapy area, using the savings from performance improvements.• Improved Employee Engagement, resulting in measurable increases in colleague satisfaction.• Part of a team that delivered a 14% increase in order volumes with a 10% decrease in cost per order• Worked with key stakeholders such as Hospitals, Private Clinics and Pharma companies to ensure needs were met and a superior experience of service delivered.• Worked with outsource partner to define standards, monitor performance and improve customer satisfaction.

Head of Customer Services with total ownership and accountability for the day-to-day performance / operations of customer service and the forward strategic direction. Heading up 5 teams that include collections activity, inbound customer service, settlements, retentions and welcome calls. Overhauling the whole structure, tone and culture of the department by emphasising the importance of the customer, introducing post call customer surveys and driving NPS to an industry high. Additionally increased performance across the teams by pioneering a performance management system and launching an advisor progression programme to link performance to competency. Primary focus on improving the customer’s experience of the service. Developing collections strategies to guide the collections team to achieving a record high debit card revenue collection. Reduced customer decay by improving and refining the retentions process. Achieved a record high performance for customer retention in the 1st quarter of 2015. Improved collection rates from by analysing dialler and advisor performance and putting tactical improvements in place. Further Head of Customer Services highlights and duties are: • Generated the highest settlement fees of any year in 2014 through strategic change and improving individual performance management • Introduced sales-through-service in 2014 leading to industry-leading performance.• Investigated and launched post-call surveys leading to significant and sustained increase in the Net Promoter Score.• Devised and delivered email surveys for new customers which resulted in a rise in NPS.• Finalist for Debt Management Team of the Year in the Insolvency and Rescue awards in 2013 and 2014

Conducted management training to British Gas managers helping them evolve into a more dynamic and focused team. Demonstrated influential and persuasive qualities to effectively handle group objections. Identified ways to refresh / refine training materials including management models and concepts

Customer Service Operations Manager instrumental in developing performance management, strategic planning and culture change within the Leeds operation. Tasked with energising and revitalising teams of inbound customer services, retentions, B2B credit control and business processing. Devised and presented strategy proposals to executive management teams to shape and influence business plans. Innovated a sales-through-service culture, created welcome calls and improved customer satisfaction to enhance an improved customer experience. Analysed management information to drive a new concept of pro-active claims calls resulting in higher customer retention. More success as Customer Service Operations Manager: Saved £100,000 by implementing a refreshed structure within the local operation Delivered 48,000 claims a year with a 95% accuracy rating Cultivated excellent stakeholder relationships with Asda, Next and Leeds City Council with a customer base of 28,000 incorporating excellent feedback Reshaped the team into a highly efficient one with clear KPIs Introduced a reward and recognition scheme to drive performance and identify talent within teams Played an integral role in the recruitment lifecycle from on-boarding to exit with the successful outplacement of managers and with positive feedback from affected colleagues Exceeded expectations by coming in under budget by £50,000 due to tight management controls of the £750,000 budget Increased colleague satisfaction results by more than 80% through coaching, development and motivation Delivered 120% against sales targets, highest data protection compliance of 100%, highest customer audit figures and best credit control figures Headed up a project that allowed 10,000 policy holders to receive payments directly into their bank with minimal disruption, zero errors or complaints Led the implementation of the Simplyhealth virtual contact centre

Call Centre Operations Manager fully accountable for the service provided by a team of 400 operators receiving 15,000 calls every day including telephone banking, cards, e-banking service and branch enquiry lines. Revitalised and boosted up a disengaged management team by introducing viable controls and communication sessions so individuals saw how they made a difference. Introduced succession plans enabling colleagues to take promotional opportunities. Further Call Centre Operations Manager successes and responsibilities involved: Achieved 1st in the division ratings for customer satisfaction within just 3 months Significantly improved average handling time month-on-month Generated sales referrals and gained 120% to target a month Instigated a high performance culture within the team resulting in exceeding call handling / referral targets

Head of Contact Centre who maximised potential and business contribution by introducing, developing and implementing comprehensive performance management processes for 150 staff dealing with 15,000 inbound calls a day. Built up and cemented excellent working partnerships with branches across the UK which had felt threatened by the presence of the contact centre. Collaborated with and influenced key HR stakeholders. Exceeded all call handling / sales referrals targets. Additional Head of Contact Centre accomplishments entailed: Performance managed the contact centre into becoming the highest performing contact centre in the company while simultaneously generating the highest colleague satisfaction results Won a trip to Rome for best credit card campaigns Became the 1st Head of Contact Centre to achieve 100% CRM systems accuracy in data entry by engaging with all staff members involved in the improvement Recorded top employee satisfaction scores with an 80% response Awarded places on the Madrid recognition event in 2006 and in 2007 as one of the top 100 performers in the organisation Conducted tight absence management and educated management teams to achieve high attendance levels Reporting to the Customer Services Director

Branch Manager with full management responsibilities for running a productive team ensuring consistent achievement of productivity and quality objectives. Performance managed a sales advisor and regularly outperformed on personal sales targets for mortgages, pensions and life assurance. Launched in-store banking in Safeway supermarkets as part of a successful 6 month project. Other Branch Manager accomplishments were: Headhunted to manage a flagship branch in the centre of Bradford in 1998 Won a number of key sales campaigns Transformed and modernised the Redcar branch into a high performing sales unit