Reporting into the Executive Director of Customers & Communities, I provide leadership to the customer experience and repairs teams, along with Group-wide accountability for critical strategic priorities. Following Pobl’s merger with Linc Cymru in April 2024, my role has transitioned away from primarily operational delivery to leading on some of the Group’s most impactful programmes of work. My key responsibilities include:- The transformation of our repairs service, a pivotal interaction with our customers that can really make or break their trust and satisfaction with our organisation, along with the financial performance of the Group. - Crafting and implementing a new customer first framework, based on an ‘always listening’ multi-channel customer service experience, that is constantly improving and delivering against our customers' expectations. My direct team of nearly 200 colleagues provide key services to customers, whilst my areas of strategic responsibility impact all areas of the Group. The repairs service and customer first framework benefit not only customers living in the +23,000 social homes we provide, but all customers across care, support and the various other services we deliver.With regular Executive and Board level engagement, the relationships and influence I have with senior colleagues is a key contributor to our overarching objectives. This includes external engagement with a broad and diverse mix of stakeholders. All of the above is driven by a passion for improving the experience for customers and colleagues alike, utilising technology and the scale of the Group to help us deliver a large and local service across the communities in which we operate.Our work is underpinned by our values of being Positive, Connected and Considerate: https://www.poblgroup.co.uk.

Reporting into the Executive Director of Customers & Communities, I provide strategic leadership to the customer experience team, developing a multi-channel customer service experience that is constantly improving and meeting our customers' expectations and outcomes. My team of +300 Pobl 'difference makers' work hard to deliver the end-to-end customer journey, including: - Applying for a home and all ongoing Housing management for +13,000 tenancies- Income and account management for +£100m in annual revenue- Advice, support and wellbeing services, connecting customers with +£1m in additional income- Delivery of +42,000 repairs to our customers’ homes every year- Our customer services teams, covering multi-channel inbound queries, outbound engagement activity and customer complaints.As a member of our Senior Leadership Team, I also have Group wide responsibilities to shape and influence customer experience and our wider Pobl ambitions, such as leading on our 'Customer Connectors' strategy. All of this is underpinned by our Pobl values of being Positive, Connected and Considerate.https://www.poblgroup.co.uk/

Reporting into the Global Customer Experience Director, I led a cross-functional program transforming the end2end customer experience and pivoting colleagues to ‘Start with the Customer’ – a key 2021 strategic pillar.- Focused on the attraction, conversion and expansion of SME customer relationships. - Critical stakeholders to manage included leaders across all product verticals, business functions and global operational teams. - Implemented customer feedback and communication tools, with a defined annual plan impacting key measures of ARR, NPS and Employee NPS.Moved on due to career progression.

Reporting into the Customer & Business Transformation Director, my role at ENGIE (now EQUANS) was a driving force behind the continuous improvement of the services provided. Leading a team of CX and Customer Insight professionals to put the customers’ voice at the heart of our business, driving tender ‘wins’ and customer renewals.- Winning, mobilising and growing contracts: authoring and presenting work-winning material across Corporate, Transport and Manufacturing sectors. Implementing CX plans for seamless mobilisation through to ongoing measurement and improvement. A key member of Strategic ‘wins’ including HMRC, Grant Thornton and Wembley Stadium. - Team leadership and development: growth of team through additional responsibilities and recruitment, with budget secured because of work winning and retention impact.- CX strategy leadership: leading senior UK and Global colleagues in the definition and delivery of initiatives driving consistency, familiarity and improvement in our CX management. Outputs included a CX maturity model, customer journey mapping and enhanced CX measurement programme.- UK insight activity ownership: optimising our insight activities, both relational and transactional, including pivoting our approach to capture customer sentiment. All of this was underpinned by the core behaviours - we are Bold, Open, Demanding and Caring - fuelling a commitment to lead the sectors in which they operate.Moved on due to Covid-related business cuts.

The MoneySupermarket mobile experience was a key part of our Group's Re:invent strategy and we significantly developed both its standalone features and wider integration with the website. As the Head of Change for Mobile, I was responsible for the development and delivery of a range of initiatives to support the Mobile teams through a continued expansion.Key responsibilities include:- Delivering change through the application of ‘best in class’ change management- Creating and presenting business cases in conjunction with the Product Director- Supporting and coordinating the definition and realisation of business benefits- Effectively identifying and managing senior stakeholders in the interests of business change delivery, communicating progress with clarity and impact- Proactively monitoring the overall progress of change plans, resolving issues as required- Identifying and managing the required resources to deliver change- Facilitating team meetings to maintain progress of all change activities- Working closely with third parties (internal and external) to deliver objectives.In conjunction with this, I retained responsibility for the customer service and support for the mobile Apps, ensuring feedback and insight informed product development.Moved on due to career progression.

MoneySupermarket's app was a new way to make switching easier, keeping customers informed and engaged in saving money. As Head of CX, I worked to ensure that all the features, teams and functions of the app were optimised to bring customers back. I was closely aligned with product, marketing and strategy to deliver an experience that continually listens to - and acts on - customer feedback. The app was a key part of MoneySupermarket Group's strategy, so effective stakeholder engagement across the business was key to creating a product that supports the vision of helping households make the most of their money.Key responsibilities and objectives include:- Develop and own effective customer feedback and insight strategies, driving volume and value that triggers action through the Product roadmaps- Support delivery of commercial goals by creating an engaging experience that keeps customers coming back and advocating what we do.

Leading a team of analysts and executives that support the business in making it easy for customers to positively interact with Moneysupermarket.com. In summary, the team:- Identify, investigate and evaluate barriers to customers achieving desired outcomes- Recommend how to overcome these barriers, applying customer and market insight and understanding- Make it easy for customers to achieve successful outcomes by helping to provide the best online experience, not just best in class.Using customer feedback, internal requests and their own knowledge, the team was able to bring the voice of the customer into the business. This enabled us to balance development resource between achieving 'happy-path' journeys for customers, whilst ensuring we were open, aware and courageous in overcoming the issues we found.Effectively, we were looking to tackle 'failure-demand' head-on.Key personal responsibilities and objectives include:- Stakeholder analysis and management- Customer journey mapping and improvements- Change management - Customer feedback analysis- People development

Leading teams of adjudicators to resolve customer disputes, before leading projects and teams to enhance both operational and CX performance.- Cross-skilling and operational efficiency: delivery of parallel initiatives to upskill over 200 staff, driving case allocation times down 50% and resolutions ‘under 1 month’ up 35%.- Team leadership and development: developed 40% of team to promotion, along with various recruitment and coaching responsibilities.Moved on due to relocation.

Leading various teams, ranging from 5-18 staff, to deliver across a balanced scorecard of KPIs - sales, service and risk.Moved on due to career progression.