Neredith Elliott Email & Phone Number

Gold Coast, Qld, Au

Australia

UNLEASH YOUR FREE SPIRITBOUNCE is a place that creates and celebrates joy, fun and self-powered adrenaline. We are part of a global freestyle movement inspiring self-expression and human connection in physical activity.Through a unique blend of fun, freestyle, progression and development, BOUNCE is a place to develop and harness balance, coordination and agility.Our Purpose is to ‘Inspire movement, self expression & human connection’. We aim to be a loved destination for the families, schools and young people, who come to BOUNCE to learn new skills, awaken confidence and just let go. It’s about inspiring everyone to forget the serious stuff for a while and get immersed in an atmosphere of fun.Across different countries, cultures, ages and skill levels we are growing an inclusive tribe. Our tribe is unified around the feeling of freedom that comes from combining balance, coordination, strength and agility just for fun. We call it freestyle.Each BOUNCE trampoline centre is an Adrenaline Playground comprising around 3,000 square meters of interconnected indoor trampolines, adventure features, padding and airbags.BOUNCE has a diverse customer base that ranges from pre-schoolers and teenagers, to elite athletes and corporate groups.Our trampolines, padding and air bags create the perfect playground to develop and practice your skills. Whether you’re trying to master your first flip into the Big Bag or learning how to run The Wall, it’s the ultimate environment to get a taste of Freestyle!

Queensland, Australia

Focus is on delivering extraordinary customer experiences every day. As leader of this premium destination in Brisbane, this role oversees all facets of operations, facilities, risk, contract management, finance, administration, service partners and community venture relationships. Leading a large team of passionate service-oriented experts, the Centre Manager is steward of the wider asset team and setting the strategic agenda and growth vision for the asset. With 15 million visitors and close to $1 billion in annual sales, ensuring a thriving environment for customers and business partners to succeed is key.

Darling Downs, Qld

Curator of the winning strategies that provide customer driven growth and competitive edge for this unforgettable destination. Building organisational capability through its people and increasing potential of unproductive assets. Balancing the two sides of the business equation - creating demand and making it rain through sales and business development, whilst driving excellence through service delivery, operations, financial management and brand experience.

Sydney, Australia

Within this role I leveraged my 360-degree leadership expertise to devise and implement a customer experience transformation strategy and built world-class CE teams to drive operational excellence and business growth. I identified shared agendas and partnered with cross-functional teams to deliver innovative hospitality and facilities management projects. By embedding customer insights at all organisational levels, I transformed the strategic decision-making process and motivated front-line teams in taking tactical action to drive augmented customer and financial metrics.My selected achievements include…• Maximising service offering to major clients including Virgin Australia, BHP, Taronga Zoo, Anglo American, and Stadiums Queensland through intensive training of front-line teams and robust leadership of 10k indirect reports.• Successfully presenting crucial renewal strategies and bids to BHP and Virgin Australia.• Conceptualising and designing an innovative CX transformation strategy.

Sydney, Australia

At the Sydney Opera House I envisioned and developed a strategic customer service plan to drive transformed guest experiences and facilitate visitor and employee engagement. Reporting to the Director, I advised on the development and delivery of strategic organisational initiatives driving visitor experience, customer service culture, and performance. I led FOH teams in fostering human-centred touchpoints to deliver remarkable customer experiences within a complex operating environment. Selected achievements include…• Creating a central reporting platform for dashboard analysis of ongoing customer feedback and satisfaction trends by integrating multiple CE feedback channels.• Heading the change management process resulting from closure of Joan Sutherland Theatre, and assuring operational readiness for re-opening.• Pioneering a technology project enabling remote ticket sales, driving a $300k increase in ticket revenue within six months; and deployed a team of roving guest ambassadors while simultaneously overseeing the strategic and tactical service design initiative portfolio.

Darling Harbour, Sydney

In this role I formulated an innovative end-to-end operational strategy for three flagship attractions in the Darling Harbour precinct, with 1.5M annual visitors and a $60M annual turnover. Attractions include global brands Madame Tussauds Sydney, Sydney SEA LIFE Aquarium and the iconic WILD LIFE Sydney Zoo. I successfully boosted our competitive advantage through monitoring and analysing guest experience metrics; and improving processes and procedures where required.Selected achievements include…• Optimising the growth of second-gate revenue opportunities and devising strategies to drive operational change and service excellence.• Countering the impact of planned attraction closures during capital works by developing effective mitigation strategies.

Illawarra, New South Wales

As Operations Manager (from 2008 to 2010) I controlled the daily functioning of the Illawarra Fly Treetop tourist attraction and held responsibility for team performance and engagement, all facets of the visitor experience, and F&B management. By managing yield and instituting effective cost controls I secured consistent achievement of revenue targets. In my General Manager role I developed and rolled out a strategic five-year business plan and associated capital works, and build the annual budget by analysing various business facets and setting actionable KPIs for commercial performance, operational excellence, marketing, and improved visitor experience. I headed up the only attraction in the ANZ portfolio to surpass 2014 EBITDA and deliver green audit scores across business benchmarks.Selected achievements include…• Winning the 2008 Regional Tourism Award and 2008 Finalist in NSW State Tourism Awards.• Orchestrating a major Zipline Tour capex project, delivering on-time and under budget with continued delivery of anticipated ROI.• Generating 10% volume growth and maintaining 3-5% subsequent growth by arresting year-on-year visitor decline; and consistently exceeding guest KPI scores, securing placement in the top two attractions on ANZ league table, thereby guaranteeing guest satisfaction scores consistently above 97%.