Sensee are the UK's largest provider of outsourced contact centre support working with an entirely home-based workforce, supporting customer engagement for many leading brands across Financial Services (FCA accredited, ISO27001 Certified) Retail, and Utilities .Providing accessible careers for people, better performance for businesses and great service for customers — we think homeworking is a better way.We have our own customer contact centre that provides service via the phone, webchat, social media and email for forward thinking brands including BUPA, SSE, L&G, Ageas and Allianz. As you’ve probably guessed, all our customer service team work from their homes in the UK — from Edinburgh to Exeter.We’re also happy to share our technology, knowledge and experience to help others release the benefits of homeworking too.As an ethical organisation we only provide employment contracts with guaranteed hours. There are definitely no one-sided Zero-Hour contracts or Self-Employment rules that make life more complicated than it already is, so.... we attract and keep the best staff in the contact centre industry.

I led the transformation programme of the retail business through the implementation of Guidewire and digital self-serve, developing a 3 year customer strategy including the introduction of a new target operating model.• Implemented Guidewire (a new policy administration system and customer digital self-serve)• Led multiple workstreams: Programme Director for Business Readiness, Customer Communications and Policy Migration• Programme Director for Ops Transformation that delivered a new target operating model including offshoring to South Africa, the introduction of homeworking and realignment of agent’s roles to be cross skilled to reduce costs and improve productivity• Accountable for the delivery of a 550-seat contact centre in South Africa, including contract negotiations, due diligence, tax, IT infrastructure, business continuity planning and training• Led the Change and Continuous Improvement team delivering 44 FTE (c£1m) benefit in 2018 through process re-engineering and removal of failure demand calls

Operating across multiple locations (in house and outsourced) I managed the retail operation centres with approximately 1,100 FTE across four centres with an Opex budget of £26m. During this period customer base grew from 1m to over 2.2m and company went through Private Equity ownership and IPO.• Identified and developed the Leicester site into a 700-seat call centre to meet customer demand• Led the Customer Relations (complaints) transformation programme to ensure it met regulatory requirements • Developed the Change and Continuous Improvement team, introduced CSAT and NPS measurements and delivered a workload reduction of c100 FTE • Delivered improvements in quality monitoring to enhance regulatory control and managed the regulatory risk framework within the operation• Developed and launched a colleague reward programme to replace existing bonus

I manage the sales, service and retention operation for all RSA Affinity Clients with approximately 500 seats (3 centres) that provide telephone (in and out-bound), e-mail, web-chat and paper support for Affinity clients including Tesco Ford, Volvo, M&S, Lloyds TSB and More Th>n across all lines of personal insurance.• Launched Tesco Pet Insurance in 2010, seamless transition of c750k policies into RSA and delivered enhanced sales and retention compared to previous insurer• Project Manager for the closure of the RSA Bristol site and transformation programme relocating the work to other RSA contact centres• Change control: Implemented a new workforce management system and a new strategic line of business system. I also managed the move into new premises at Peterborough (700 seat centre)• Development and delivery of contact centre efficiency through Process Management / Lean reviews and e-enablement to reduce overall costs (c£1m saving in 2010/11) and increased customer satisfaction to 93% CSat• Improved staff engagement on Gallup Q12: 3.6/5 (2008) to 4.3/5 (2011)• Conducted a review of Culture within UK Commercial Underwriting and presented findings to UK Board• Graduate of RSA Talent Leadership Development Programme

Reporting to the Director of Sales and Service - RBS Insurance, I had a dual role managing the telephone and admin centres for NIG personal lines (200 heads across 2 sites) and Regional Head of Service Sales managing 4 regional centres with approximately 750 seats.• Responsible for the delivery of service to brokers within NIG portfolio and for Call Performance, Customer Satisfaction, Sales Performance, Resource Planning, Service cross-sell, Retention, Operational Support, Training, Recruitment, Staff Development, Audits, Absence Management, Staff Engagement and Operational Budget within Regional Centres• Part of the RBS Insurance Sales and Service Leadership Team, developing the long-term strategic direction of RBS Insurance contact centres

Managing two contact centres (Leeds and Peterborough) with approximately 500 seats, handling inbound sales and customer services calls for Churchill and Direct Line, I reported to the Director of Customer Contact for RBS Insurance.• Delivered a change programme for agent's shifts which produced improved customer services through reduced abandonment and wait times• Built new sales call centre in Peterborough & developed objectives for c2,000 staff across RBSI • Delivered the division's best customer satisfaction results with 85% scoring "excellent"• Managed various group-wide projects including the review of internet calls within the operation, which reduced calls and increased overall conversion• Following a failure in MI, I managed the Operational MI team during an interim period and rebuilt all MI processes and reports• Developed RBS insurance cross and upsell strategy • Attended Henley RBS Talent Leadership Programme

Reporting to the Commercial Director, I developed Churchill's loan and travel insurance product range and managed a business-wide project to increase profitability and portfolio growth.• Developed a coherent up-sell and cross-sell strategy to increase customer multiple product holdings across home, motor, travel, pet, life and loans. Created new training modules for call centre staff and an incentive programme to reward staff performance• Assessed Churchill's policy retention strategy and identified areas of improvement including changes of payment method (continuous payments authority)• Project management of launch programme for loans to both current Churchill customers and new enquiries and redesign of Churchill's Travel Insurance product range• Developed Churchill's internet affiliate programme achieving £2 million GWP in year 1• These combined projects delivered approx. £10 million in additional GWP in 2005

Reporting to the Sales Director I managed the day-to-day operation with an emphasis on quality, results and the delivery of service in line with Churchill's vision and values.• Managed a senior management team and established working best practices within the contact centre employing over 250 FTE selling Home and Motor insurance• Introduced enhanced management information systems and successfully achieved consistently high sales performance with the introduction of Balanced Scorecard Objectives• Launched several major initiatives, including the establishment of a Call Assessment team and roll out of expanded outbound telesales activity using a predictive dialler• I ensured the department successfully achieved accreditation in ISO and Investors in People• Achieved exceptional sales results, consistently exceeding targets and out-performing other contact centres within the Group• Created an incentive scheme that rewards performance based against objectives for CSAs and TLs. Ensured reward and recognition were in line with the department's objectives

Reporting to the Executive Director, developed the initial operating plans for the launch of Insurance within Boots and responsible for P&L for Insurance Services.• Using Value Based Management techniques developed and managed the product through its concept definition, feasibility, market testing, process build, pilot and launch• Developed the first "off the shelf" retail insurance product with instant cover• Recruited and trained a new telesales, customer service and claims function• Managed the marketing for launch with an ATL / BTL budget of £10m including press, radio, TV, direct mail and in-store promotional activity• Spokesperson for Boots the Chemists - over 150 radio and TV interviews• Responsible for P&L. Breakeven achieved in year 2, 1 year ahead of target, generating £9.5m• Negotiated all external contracts with underwriters, claims handlers, assistance companies, telesales and other suppliers - ensuring maximum revenue for Boots the Chemists• Winner of the Marketing Initiative of the Year award at the Post Magazine's British Insurance Awards

Management of all product development and marketing for the intermediary sector.• Management of a sales and service call centre, delivery of training courses on sales technique, customer service and product• Successful management of a marketing budget of £500k - marketing communications, PR, advertising and corporate re-branding

Led start-up operation to develop BUPA's travel insurance proposition through the utilisation of their extensive membership base.• Management of a Marketing budget of £500,000 - marketing communications, PR, advertising and direct mail.• Developed priced and launched a new range of travel insurance products to BUPA members

Assisted the Marketing Manager in the creation of consumer and corporate advertising and Key Account Management.• Managed Direct Mail campaigns to the customer base and key account management to blue-chip organisations including energy suppliers and BUPA