Managing a small team of experts to support Digital Marketing, Events, Graphic Design, website management, customer data and administration across the Sales & Marketing Directorate of OCR and in some instances across the organisation

Creating and delivering a Customer experience strategy for an educational not for profit organisation, shaping approach and measuring success through feedback and data. • Managed small team to support significant improvement in data quality to improve segmentation and targeting prospects• Delivered improvements in monthly customer experience performance dashboard reducing production time by 7 days and creating format that satisfied requirements of multiple stakeholders • Created welcome process for new customers to increase brand loyalty • Improved and launched consistent lead generation process to improve quality and number of new leads• Delivered programme of events across OCR to support ICS National Customer Service week• Lead participant in creating journey maps for specific customer types, using these to identify and address pinch points and contribute to double digit increase in Customer satisfactionover 12 month period• Launched ideas scheme in Customer Contact Centre generating over 50 continuous improvement suggestions within first three months

Co-ordination of change activity from four key business areas to create a clear plan of prioritised change aligned to business objectives – using this to monitor and report progress to senior stakeholders• Managed small team working with multiple stakeholders to create a clear portfolio of change showing costs benefits and resource required to deliver. • Built strong relationships with business, project and central support teams to provide regular progress reports to senior business leaders• Identified synergies and dependencies to maximise budget and resource• Created a recognised centre of excellence for project governance • Delivered improved project reporting and governance process to support a simpler consistent process across all business areas

• Represented a population of 30,000 front line users to accept prioritise and schedule requests from multiple areas for changes to operational systems• Ensure build and testing approach minimised risk to business by coordinating virtual team of technical developers in UK and India to create test scripts aligned to how the business used applications • Consistently delivered monthly system releases to time, cost and quality • Improved effectiveness of change delivery on customer service by establishing effective network of change recipients to review operational impacts in pilot and live and use to inform deployment decision • Maintained comprehensive project plans and documentation including governance and risk logs, communication and training plans • Enhanced systems update process reducing lead time by 60 days and increasing number of releases by 50% to reduce ad hoc change requests avoiding unnecessary workarounds

• Developed internal web based knowledge tool business requirements for over 30000 customer facing staff including search facility, ongoing content management system and MI to support improvements • Worked with external designers to create consistent site layout, improving user experience and reducing content by 33%, allowing team to support online help for 3000 Business & Relationship colleagues with no headcount increase • Reduced high volume operational process rework by over 10% by delivering dynamic workflow and decision tools • Improved online help profile and usage by integrating with communications site allowing tailored messages by role online for frontline colleagues for the first time. • Supported senior leaders by developing local talent programme liaising with external trainer and supporting through mentoring and coaching to deliver a satisfaction rating of 93% • Delivered 90% adherence to service level and released 180,000 hours for branch colleagues by identifying and implementing service improvements to core help services, including IT and Premises • Led newly created procedures support helpdesk of 40 people creating comprehensive service improvement plan to move time to answer within 20 seconds from 35% to over 80% in six months• Reduced overall risk profile by introducing more effective controls and monitoring, • Operated below allocated budget using improved cost control to review expenditure and investigate risks and opportunities• Improved internal help desk customer service significantly, creating 20% extra capacity to support new initiatives over 6 months by cross skilling agents and using workflow for non-urgent requests • Increased operational help desk first point of contact resolution by 15% by improving quality of knowledge • Effected 83% reduction in telephone help points used by branch colleagues with no adverse impact on customer service and reduction in 3rd party support costs.

• Developed and implemented a process improvement model that amalgamated the group employee ideas scheme with staff issues escalation processes to drive sales and service customer improvements• Delivered productivity improvements in excess of £3m pa by implementing prioritised continuous improvement plan which supported the management and development of an issues management team (10 staff) in resolving 8500 issues per annum from 20000 branch colleagues• Ensured senior buy in to process improvements to greatly improve implementation success by building a comprehensive network of business leaders/product owners for my team to engage • For 3 years personally led Employee Opinion Survey activity on behalf of sector director - delivered highest employee engagement rate across the UK retail Bank with staff satisfaction of 14% above that of High Performing Organisations

• Minimised impact across customer facing branch staff of demand from multiple areas to deliver over 250 change activities by creating a robust assessment and acceptance process to agree impacts by role/site • Reviewed and approved proposed training and communication to ensure this was fit for purpose• Incorporated landing slot allocation as part of change governance process using strong relationships with Central Change and senior Business Leaders to agree acceptable frontline change levels

Working across different teams to successfully co-ordinate implementation of specific projects.• Took responsibility to organise 3 day conference in Paris for over 1000 senior business leaders and external suppliers – organising logistics, monitoring cost and liaising with third party suppliers in England and France. • Managed national branch manager conference – negotiating with suppliers to achieve challenging budget