The 28 thousand employees in the Customer Compliance Group are responsible for collecting and protecting over £30Bn of revenue needed to run our country. As Programme Director Paul was responsible for delivering their multi-million pound Target Operating Model transformation to ensure they can maintain the tax gap under ever more complex threats, whilst reducing operating costs and increasing quality.

As Programme Manager Paul lead the concept phase that established projects to reduce corporate services costs in both Hospitals and Wellbeing centres.

Leading the Covid vaccine deployment planning team was a truly humbling experience. Coordinating specialist workstream contributions with military counterparts to accelerate the time to get “vaccines in arms” has given me first hand experience of what it takes to deliver fast!I've also enjoyed helping HMRC re-platform its big compliance data analytics capability onto SAS software. With over 40 enterprise data sets to integrate, product development to manage and a multi-supplier delivery team to coordinate I lead the PMO and provided delivery management support to the Programme Director.

Paul specialises in the design and implementation of customer strategies and operating models. Most recently he has developed the client side delivery strategy for the MoDs Skynet satellite communications network. Similarly Paul designed a new regulator for the UK Space Agency. At the Financial Ombudsman he improved casework productivity, launched new jurisdictional services and performed crisis management when TSB IT systems crashed. Whilst at the Medicines and Healthcare products Regulatory Agency Paul re-designed their operating model and shaped the transformation strategy, plan and business case.

Increasing Customer Service's sales from 180,000 in 2014 to 300,000 in 2016 was Paul’s overriding achievement. Paul owned sales and retention performance and compliance for 4000 in-house and outsourced agents, across nine sites and two countries; establishing governance across both lead generation and sales fulfilment. Having recruited and developed his team, they designed, planned, forecasted and executed an improvement plan. Key successes were: • Maximised agent productivity – by deploying Best Next Action (an insight tool), gave commercial teams control and agents confidence in the conversations they initiated.• Changed culture – got agents to see how promotion was in the customer’s interests, by launching a behavioural vision, steering the training design and delivering an engagement programme. • Optimised rewards and incentives – re-designed schemes to compliantly motivate agents to promote• Shaped and delivered propositions - to land effectively in contact centres• Set targets – to be reasonably stretching, creating healthy tension in the organisation.• Expanded partnerships – launched (FCA regulated) insurance promotion through an outsourcer (Capita), increasing sales.• Improved decision making - developed tactical MI that enabled opportunity & risk analysis and for threats and opportunities to be assessed and performance to be tracked.

The business unit was stable and ready to grow, Paul owned the value programme within the P&L and was on track to increase profit from £60M to £90M over three years. Key successes:• Reduced high value churn – using inbound prompts and a retention toolkit with the right segments• Increased acquisition performance – stopped targeting low value customers in all channels and created key segment propositions, which reduced marketing cost and increased average value per sale• Overturned central volume targets – pitched his value strategy, reforming views of central stakeholders• Harnessed the wider team – who generated ideas incremental to the plan, for example on debt collection and segment creationFollowing this success Paul was asked to design the British Gas Tenants strategy. He procured consultancy from Deloitte and conducted customer research to identify segment needs, used to design new propositions and journeys, which forecasted adding ~£50M over 3 years (5-10% year on year growth).Paul was also responsible for the design and implementation of a regulatory compliance governance framework.

Developed Business Readiness best practice and propositions, which increased the effectiveness of a 200 strong consulting community with sales and project delivery.Below are some key projects, exploiting technology to benefit customers or employees is a common theme and required influencing key stakeholders to set direction and pace:• Fighting serious and organised crime - ensured National Crime Agency investigators could exploit the power of NetReveal™ analytics. By identifying their requirements ensured the system met their needs.• Put customers in control - enabled British Gas customers to track their visit of an engineer on www.britishgas.co.uk. As IS Digital Project Manager used the gated delivery processes to assure all activity.• Fight border crime and tax fraud - as Change Manager ensured 3000 HMRC investigators could seamlessly continue their operations and rapidly exploit a new case management and intelligence system.

Developed HR skills required to lead large teams, being responsible for 250 business and technical consultants:• Recovered voluntary attrition from 15% to 8% by addressing root causes of dissatisfaction• Increased managed attrition - from 0% to 3% by implementing a performance management policy• Implemented talent management – so high potential staff had the opportunities to flourish• Improved development – by creating coaches with bespoke training based on the GROW model• Improved on-boarding – developed consistent induction programme• Improved performance review outcomes – refreshed standards on grades and remuneration and increased leadership participation

Hunting new business, became Police Account Manager of £1M revenue per annum, with delivery accountability for work at Thames Valley and Essex Police and bid manager for systems proposals. A common project theme was the need to define or understand an organisation’s operating model, for example:• Transformed public services - ensured the public received the best possible experience when making telephone or digital contact with Essex Police post centralisation of services. Secured budget increase for a crime bureau to care for victims and maximise the likelihood of detecting crime.• Fixed broken links – ensured all public enquiries and casework logged centrally by Thames Valley Police got actioned locally, by defining and implementing end-to-end journeys and securing local resource. Paul coordinated all account and bid management activities using the Miller Heiman toolkit.