I lead the high-performing Planning and Change teams within the Contact Centre (CCC), steering the evolution of the customer-facing capabilities while ensuring effective and efficient delivery that support the dynamics of a rapidly changing business. • Setting and controlling the CCC budget, achieving a £ 200k saving in last financial year through resource optimisation, process improvement and more stringent spending controls• Instigating the Improvement strategy and directing the creation and implementation of an operational improvement programme• Realigning the Training and Recruitment teams to enable skill-sharing with the wider business• Leading the review of the end-to-end planning lifecycle, tools and processes to align to evolving operational requirements, including expanding remit to deliver Back Office Planning without increased headcount• Delivering a detailed review of reporting requirements for the CCC, ensuring a leaner, more uniform approach to production, presentation and dissemination• Reviewing operational-based activities that should sit outside operational control for appropriate governance, such as Quality, Failure demand, process audit & BSI • Creation of Business Continuity plans and set-up of 40-seat fall-back facility to mitigate Disaster impacts; also instigation and management of CCC risk register ensuring mitigation of business and operational risks • Contractual management of outsourced contact centre in Johannesburg, maximising performance and controlling costs realising a 24% saving to-date; also managed the team setting up the original outsource services in support of the launch of Avios SA, ensuring set-up delivered on schedule and within budget• Directing the evolution of the CCC’s technical roadmap to deliver an Omni-channel centre by the end of 2015

Reporting directly the COO and leading the Resource Planning and Delivery function, delivering service excellence to our clients through effective and efficient resource delivery• Led the relocation of Planning and Delivery services from the UK to Gurgaon, India, with effective control of £ 700k planning budget maintaining both Opex and relocation project costs while growing team by 32% to support business growth• Redefined the Planning Operating model for the business to ensure an optimal balance between resource delivery, agent engagement and customer satisfaction, supporting a company-wide improvement in the Key Business Measures of in excess of £ 1m on Billed vs. Paid agent hours, staff turnover and client NPS (Net Promoter Score)• Working with in-house client directors and their teams to ensure effective engagement framework defined and embedded to support changes to Planning Operating Model• Provided seamless Planning support to the business through a period of growth from 3,800 to 5,500 customer-facing staff (43%)• Guided the migration from legacy Workforce Management system (Teleopti v.6) to an enhanced platform (v.7) unlocking greater agent functionality and more powerful planning capabilities

As part of the Planning Architecture team, I was responsible for providing planning consultancy to both new business opportunities as a part of the bid team and incumbent operations, both in extending the central planning footprint throughout the business and also evaluating business efficiency and driving through process change and performance improvement. Key achievements include:• Reviewed and transformed the North American (NA) workforce management, defining and implementing offshore centralised planning model for all NA operations, delivering £ 200k p/a savings on incumbent client base; recruited initial members of NA Planning consultancy, providing remote management and mentoring for NA team• Developed various planning tools to provide consistent best practice approaches across our wide portfolio of clients – specifically improving recruitment planning and multi-channel management; also, re-evaluation of several Planning and Reporting metrics, creating standards for calculations and performance thresholds• A key member of the bid team on numerous winning bids including implementing planning services on new contracts for Oncor (North American Utility) and HDNL• Delivered Health-check analysis of incumbent planning services, providing detailed recommendations to mitigate risks and to realise opportunities across account base; including investigatory work for Vertex Mortgage contracts - providing planning consultancy and implementing Global planning services, delivering £250k pa savings whilst ensuring enhanced, best practice services adopted

Providing Planning Management expertise to the Group Management Information function on the formation of the new company from the three discrete merged businesses – ntl:, Telewest and Virgin Mobile• Creating a process bible for the MI Function to support all aspects of information provision up to CEO level• Relationship Management with Divisional MD’s and Finance Directors to enable effective work prioritisation• Project management of MI work-streams and Lean Sigma-driven Resource Management of MI programmers/developers

Initially responsible for the consolidation of discrete site reporting into a single virtual perspective for the ntl: Customer Services and Faults estate, subsequently expanding remit from three virtual areas to incorporate all twelve Customer Contact Centres. Following the acquisition of Telewest, further expansion to support entire 4,500 head operation• Provision of business performance analysis and commentary to Chief Executive and Board levels• Relationship management with functional directors to ensure disparate expectations were aligned, managed and met• Managing the sourcing and installation of new Management Reporting technology to enable improved customer intelligence and operational control• Development of generic information tools and platforms to ensure business consistency, along with implementation and evolution of balanced Scorecards and self-service operational reporting platforms• Definition and implementation of revised Key performance measures to reflect changes in business structure and operations• Working closely with the planning and real-time performance managers to create real-time control tools and improve effectiveness of forecasting and queue management

• Developed strategic business partnerships and new business relationships with a wide range of high profile clients• Business process consultancy to prospective clients and internal business units - through detailed assessment of requirements, specifying appropriate solutions, the effective evaluation of costs and benefits of relevant recommendations and the presentation of these recommendations to senior stakeholders• Project Leader for all new client business implementation and internal change programmes, ensuring effective delivery of project targets and milestones• Senior Relationship Management for client contracts and responsibility for Account Management team – including delivery of service, information analysis, contractual negotiations, commercial and budgetary controls, operational interfaces and sub-contractor relationship management

• Creation and control of annual Functional cost & revenue budget, including ownership of individual client budgets and commercial performance• Creation of generic commercial costing models for new business opportunities to ensure consistent, competitive and sustainable cost & revenue structure for client operations• Detailed analysis, profiling and consultancy to clients to maximise the value provided in the information generated through the outsourced activities• Management of Support Services functions – voice and data management systems, manpower planning, real time management, reporting, site services and supply-chain• Project Management of all new client business ensuring that key requirements were delivered within or ahead of expectations• Development of internal reporting to enable educated Client and Management decision making • Creation, documentation and regular testing of Business Continuity plans

Development and delivery of outsourcing solutions for third party clients; Client Relationship Management – from specification, through implementation to project performance; Bid Management through the co-ordination of operational, training, IT, Financial and commercial functions; Creation of planning & implementation processes and protocol and development of capacity, resource and cost planning models; Consultancy support for Operational Management

Modelling, specification and implementation of internal Call Centre virtual network; Real-time management of multi-site operations both pre- and post-virtualisation; Management of Call Centre recruitment requirements across seven remote sites; Resource Planning Manager for new business ventures within core and third party businesses