Mike Wiggins Email & Phone Number

Arundel, Gb

Oxfordshire, Gb

Part of Oxehealth’s Senior Leadership team, leading the Operations department to install, maintain and support our Oxevision system in our customer facilities around the world.

New Milton, Hampshire, Gb

Appointed by the CEO to conduct an end to end Process improvement review. Achieved the following key objectives in scope.1. Drove a full detailed process review of installation journey covering sales, design, installation, supply chain and aftercare.2. Created detailed process maps for each stage working with department heads to understand current working practices.3. Ensured all manual processes, duplication between departments and areas affecting existing business were identified with root cause analysis and blockers to achieving operational excellence.4. Facilitated Exec Team sessions to get Senior Stakeholder buy in to the need for change with suggestions on improvements.

Bristol, Gb

During COVID-19, I was asked by our Director of Operations to create and drive the COVID-19 plan for the Operational business for 3,000 Metering field staff including the change to flexible home / remote working, supply chain for essential PPE and enduring solutions post COVID-19.During this time before leaving OVO, I worked closely on a number of activities to support the combination of 2 businesses. I directed the operational exit and closure of all depots within 6 months which was part of a desire to transform the business bringing together 2 distinctly different operating models. I chose a voluntary redundancy package to leave and explore new opportunities despite an offer of a role within the newly combined business.

Perth, Perthshire, Gb

Appointed to a new role by our Group Director to gain control of key infrastructure and asset portfolios worth an annual budget of c.£22m to support the Retail UK Metering Business. Due to previous success with the property infrastructure, I was asked to introduce financial control and management of other key assets including fleet (c. 2,200 commercial vans and 160 company cars), mobiles, portable devices for the whole Metering workforce. Reduced OPEX spend within the first 6 months by a value of £2.4m per year which then became an additional £3m per year through additional improvements.Following acquisition of Retail business, identified opportunities to exit depots with landlords through execution of lease clauses and negotiation of exits to suit all parties.

Perth, Perthshire, Gb

Promoted to combine previous role and create a new more senior role to recognise contribution to the business performance, critical to the success of the Smart Metering roll out programme. Drove the Facility Master Plan for UK Metering Group Business working with Leadership Team to deliver a solution to meet the business requirements for 5 and then 10 years. Oversaw the depot annual Network Development Programme with an annual spend of £1.5m CAPEX to support Smart Metering Transformation Programme. Accountable for the Property Portfolio Management with a budgeted spend of £1.7m OPEX per annum.

Perth, Perthshire, Gb

While working to design processes and assessing readiness for introduction of Smart meters, I identified a gap in supply chain infrastructure with the scalability of our depots to cope with the huge increase in parts movements. I wrote an assessment paper with a facility master plan of strategic recommendations and programme plan of what was needed to ensure we met demand. Once this was communicated to the Senior Leadership team, they decided I was the best person to lead this as would take significant drive and cross functional working across all area of the metering business.

Perth, Perthshire, Gb

Lead Project Manager designing field processes balancing cost, efficiency and best practice for the introduction of Smart Meters into UK Metering Teams.

Perth, Perthshire, Gb

Promoted by Head of Field Debt Collections to drive performance of the UK teams against business KPI. This involved creation of metrics and interpreting data to present performance in a way that helped the success of all teams. I would work closely with the Regional and Team Managers across all areas to help drive improvements in performance such as reduction in overall customer debt, improve processes that are more efficient and reduce spend, and achieve a consistent performance across all teams.

Perth, Perthshire, Gb

Promoted to Regional Operations Manager for the Field Workforce in Metering Debt Collections. Led a Regional Field Workforce of 100 heads with 4 direct report Managers accountable for the reduction and management of customer debt via field visits including warrant organisation.

Perth, Perthshire, Gb

Promoted to lead the implementation of Customer Service skills into customer facing meter reader workforce to help customers while also upsell other suitable products to improve customer experience.

Perth, Perthshire, Gb

Led a department of inbound telephony Customer Service Agents to provide award winning customer service. Responsible for c.110 staff with 8 direct Team Managers in department.

Perth, Perthshire, Gb

Developed targeted IT solutions for business requirements focused in the Energy Services market.

Perth, Perthshire, Gb

Created and worked with creative agencies to deploy standard communications to our customers by leaflet design and production, standard batch letters and marketing material.

Perth, Perthshire, Gb

Joined as an agency member of staff and accepted permanent role in September 2000. Inbound telephony call handling, complaint escalations and clerical based workflow processing. During this time, was identified as a leader of the future and worked on a variety of development tasks to prove future growth suitability.

Created and operated a retail sporting goods online business driving an annual turnover of c.£78k with a profit margin of 28% at point of sale in 2012. Accountable for every aspect of running the business including;1. Sales and Customer Service2. Web site design and maintenance3. Marketing4. Building customer and brand relationships with major global brands such as Nike, Umbro and Adidas 5. Business growth and product range development6. Financial ownership of VAT returns, tax and invoicing7. External Supplier contract and account management8. Worldwide sales and development