Peter Pearson Email & Phone Number

Irlam

Establishment and maintenance of the partner relationship between Post Office Limited, Fujitsu, Capita and MDS to manage the migration of POL user base for phone and Broadband onto the TalkTalk Network.Establishment of TalkTalk programme office to manage the move of 500,000 customers from BT to TalkTalk.Partner Contract Management including negotiation and resolution against a contract for £172 million.Delivery of 46 projects within the programme and performance and programme tracking against key milestonesCover for Director of Major Programmes during periods when director is detached

Uk And India

I created a programme management office (PMO) to build and deliver the first UK wide fibre network and operational service centres so BT and its competitors could provide and support TV, media and Broadband. Using business planning, benefit realisation and tracking, I delivered the programme at £8 million against a budget of £10 million.Managed a PMO with 12 project managers to prioritise projects and rebalance all resources to deliver the first UK wide fibre network whilst pulling any failing projects back to success.Presented risks, issues, progress and benefits via excellent communications skills to stakeholders, customers, third party suppliers and employees with the production of daily reports and documentation.Delivered results against challenging targets by balancing UK / India resources across all projects.Used metrics to show business improvements and benefit realisation had been achieved.Set specific, measurable, business goals and objectives for each project and offered leadership direction, motivation and guidance to meet them.Showed innovative technical and leadership skills to deliver the first ever 100 megabyte fibre speeds against an average of 4 meg across the UK.Transformed operations with my understanding of on / offshore work migration, work flow management, process mapping and training. The operation can now handle 40k daily work requests with resource profile that was handling 20k.Through improvements, I created a flexible skilled customer service organisation able to move their resources seamlessly. Operational capability grew from 10k to 100k customers with no increase in operational costs through benefits realisation.Reduced product range costs by 12% by negotiating with competitors and third party suppliers to identify new markets and build strategic partnerships.Using problem solving, gap analysis, reporting and tracking of the design, I eliminated / mitigated problems and demonstrated this via the risks and issues registers.

United Kingdom, Northern Ireland, India

Via 15 month secondment, delivered a customer service transformation that moved the Post Office Northern Ireland broadband service containing 2000 people across 3 sites from loss to profit.Established on site programme office, managed 20 project managers and 40 external consultants to conduct route cause analysis and communicate the major risks, issues and the benefits to be realised to stakeholders and suppliers.Provided a new set of integrated processes and training packages that could be used across all sites. 140 integrated processes were delivered that reduced average call handling time from 26 down to 4 minutes.Created a flexible skilled customer service organisation that could manage all elements of service from provision, repair and campaigns and move the resources between each seamlessly. Operations grew from 20k to 400k customers with no increase in operational costs through benefits realisation.Created an automated work flow capability that could pull and push in and outbound calls and other work between teams across 3 sites. The metrics around this enabled jeopardy management of work to take place where most important work was offered to agents first.Through stakeholder and supplier consultation, created and agreed a single converged contract for BT to support Post Office Broadband roll out in Ireland.Developed a unique BT 'excellence in service’ operation support centre to Post Office. This became the model for service management metrics and a benchmark for success.Provided reporting and analysis that could demonstrate through metrics that the business improvements and benefits realisations had be achieved.Streamlined the existing 9 systems into a unified single system reducing operational costs and system outages.Implemented a change programme that ensured that the product offering could be installed and repaired twice as quickly as initial contract agreement stipulated.

Uk Wide

My responsibility was to deliver the next generation of copper broadband products to the UK market and build via a web based facility a single point of order, testing and repair.Project managed the introduction of the 8 and 24 Meg Broadband copper product to the Wholesale market.Supported the design and implementation of a unique tester for 8/24 Meg that now tests more than 40k customers an hour.Created new operational service centre, order processes and systems improving install from 14 days down to same day.Created new operational service centre, repair processes and systems reducing average time to clear from 98 hours down to 12 hours.Became Cranfield Management College liaison for input to future Production Line Management best practice.I was the first BT manager to use Agile delivery capability to create systems integration so customers could order and repair products on one system.Remaining responsibilities exactly reflect those of the role from Jan 2008.

United Kingdom

I held various management positions in the following areas;call centre, sales, customer service, finance, human resources, training and customer service.I held a centre management position within the first ever UK call centre and helped to establish the benchmark processes, training and quality metrics that are used by BT to this day. I established the production management office within a new BT unit to merge call centre functions into one system and process design from 1999 to 2004.I managed 300 people within BT residential sales and billing from 1989 to 1999.I held team leader position in BT finance Accounts Group from 1985 to 1989.

Education record

Education record

Activities and Societies: 8 GCSE o levels