Phil Cliff Email and Phone Number
An accomplished senior executive with extensive experience specialising in sustainable leadership and business transformation across multiple blue-chip organisations within the Financial Services, Technology and Third sectors. Significant expertise encompassing Operations, Transformation, P&L and Balance Sheet Management, Marketing, Compliance and Customer Service. Proven record of success in delivering across institutions and building positive relationships with Regulators and Governing Bodies.Early career began with NatWest Bank in 1985, initially in branch banking, progressing to Programme Management. Moved to Santander in 2000 as Programme Director then Commercial Planning Director, Retail Assets Director (Mortgage & Loans), and Retail Chief Operating Officer.Moved to Lloyds Banking Group in 2015 as Group Customer Service & PPI Director and then Group Telephony Transformation Director, serving as a Board Member Trustee on the LBG Foundation, England and Wales. Was part of the Group Senior Leadership Team (top 200).Since 2018 employed at Westbrook International, initially as Executive Director of Operations. Appointed to the Board in November 2019. Invited to take on the role of CEO in January 2023, with responsibility for setting the strategic direction of the company.Currently a Listening Volunteer at The Samaritans since October 2014, and Board Member Trustee and Chair of People & Culture Committee since 2019.Excellent stakeholder management skills, establishing strong ongoing relationships with a range of key stakeholders, with a flair for lobbying and influencing at senior level. An inspirational leader with an open, collaborative and inclusive management style, adept at assembling high-performing teams with the required blend of skills. Highly organised, with excellent time management, demonstrated through consistently delivering projects on time and within budget with no compromise in quality. Detail oriented and analytical, a strategic thinker who can clearly define company strategy and implement the Board vision, with an ability to focus on the finer details without losing sight of the bigger picture. Business minded and commercially aware with excellent financial acumen, well-developed influencing and negotiation skills, and a flair for mediation and compromise, interacting at senior level with tact and diplomacy. A consummate professional who sets and expects very high standards, with an established reputation for integrity and trust, and a high degree of resilience from having sustained demanding roles during challenging times.
South Staffordshire Plc
View- Website:
- south-staffordshire.com
- Employees:
- 1635
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Group Transformation DirectorSouth Staffordshire PlcLondon, Gb
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Chief Executive OfficerWestbrook International Ltd - Salesforce Consulting PartnerLondon, Gb -
Chief Executive OfficerWestbrook International Ltd - Salesforce Consulting Partner Dec 2022 - PresentLondon, GbSince 2005, Westbrook has been a Consulting Partner of Salesforce, a Customer Success Platform and the world’s No.1 CRM Company. Appointed to the Board in November 2019.• Solely focused on Salesforce, assisting customers to implement or upgrade their Salesforce platform, • Managing 4 direct reports (CCO, Delivery Director, CTO and CFO) and wider team of up to 40 FTE, plus strategic partners• Setting the strategic direction of the company, determining which verticals to target• Setting financial targets agreed with the Board• Extensive client interaction, including taking remedial actions for issues arising and ensuring total client satisfaction• Ensuring the Board plan is delivered, reporting to Board at quarterly meetings, presenting reports on strategy and future plans• Attending monthly meetings with investors to keep them informed and updated• Performance management of direct reports and their teams• Chairing weekly internal board meetings of the Executive Committee• Liaising with the advisory board• Growing the business through key accounts delivering £10m+ annual revenue -
Executive Director Of OperationsWestbrook International Ltd - Salesforce Consulting Partner May 2018 - Dec 2022London, Gb• Designing and implementing business operations that ensure efficiency, profitability, and sustainability • Establishing policies that promote company vision, culture, and values • Day to day leadership of the company encompassing 30 permanent Consultants plus Associates, offshore development teams and strategic partnersKey Deliverables:• Led the company throughout a period of sustained home working enforced through Covid-19; maintained revenue, margin, EBITDA and all key score-card metrics including colleague satisfaction• Restructured Operating Model and workforce reducing direct costs by 55% by end of year 1• Introduced governance model and standardised methodology and working practices across the company to ensure consistency of delivery and brand identity, facilitating a reduction in non-billable work by 10% • Raised Customer Satisfaction scores from an average of 3.5 to 4.7 out of 5 across the portfolio
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Member Board Of Trustees And Chair Of People & Culture CommitteeSamaritans Mar 2019 - PresentEwell, Surrey, Gb• Chair of People & Culture Committee, with other trustees from board, and external advisers, and line execs from the charity reporting directly to the Board• Participated in developing and overseeing the rollout of a new five-year strategy, to increase the organisation’s reach, impact, capacity, ease of access and sustainability, to culturally integrate the 22k volunteer base and the paid charity roles into ‘One Samaritans' -
Group Telephony Transformation DirectorLloyds Banking Group Jan 2016 - Dec 2017London, Uk, Gb• Developing and implementing the strategy to bring together all telephony businesses across the Group into one business structure and operating model, creating a single LBG Group telephony function• Day to day management accountability for specific operational teams• Reporting to the MD Telephony, handling a budget of £45m; managing a team of c1000 (Fraud Operations and Transformation)Key Deliverables:• Reduced call abandonment rate from 40% to <5%; First Touch Resolution >85%• Implemented new Group Fraud Target Operating Model and re-engineered Customer Journey• Reduced market share of gross fraud losses from 35% to 24%• Implemented new technologies including PinDrop and Voice Biometrics• Improved Mortgage Application to Offer from 32 days to <10 days• Reduced complaints by c30% -
Group Customer Service And Ppi DirectorLloyds Banking Group Jan 2015 - Jan 2016London, Uk, Gb• Reporting to MD Group Operations (Group Executive Committee member [GEC])• Accountable for Customer Service, Complaints and PPI across LBG including Strategy and Operations• Managing a team of c13000 across 20 UK operation sites• Group relationship lead for external bodies, press and media• Multi £bn PPI ProvisionKey Deliverables:• Successful management and completion of various regulatory enforcements including s166 orders and regulatory consultations, including PPI Time Barring, Complaints Management and Plevin ruling• LBG Complaints per ‘000 accounts (excluding PPI) reduced from 2.03 to 1.93 • FOS Overturn rate (excluding PPI) reduced from 17% to 15% • PPI FOS stock reduced from c129,000 to c77,000• Rectification programmes completed: 250• Employee Engagement Index December 2015 72% (+12 points v 2014)
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Member Board Of TrusteesLloyds Bank Foundation For England And Wales Sep 2015 - Dec 2017London, Greater London, Gb• Three year term commencing September 2015• One of 12 Trustees on the Foundation Board; a completely independent Foundation distributing c£20m funding per annum to small/medium sized charities across the UK• The focus is supporting people transitioning from difficulty to their next life stage, e.g. out of domestic violence, refugees, homeless, ex-offenders -
Retail Chief Operating OfficerSantander Uk Corporate & Commercial Jan 2014 - Dec 2014London, London, Gb• Accountable for the leadership, development, and delivery of the Santander UK Retail Bank Transformation through thought leadership, strategic thinking, network engagement, delivery of strategic change and reward scheme design• Reporting to MD Retail Bank (GEC), handling a budget c£300m, and managing a direct team of c70Key Deliverables (Six Months in role):• New Retail Reward Scheme framework satisfying FCA guidelines whilst driving good customer outcomes, enabling business growth and achievement of commercial goals• Three-year network footprint & people strategy, plans and budget approved by Group Executive Committee• Commenced branch closure programme, customer facing roles re-definition and transformation -
Retail Assets Director (P&L Management – Mortgages And Loans)Santander Uk Corporate & Commercial Jun 2008 - Dec 2013London, London, Gb• Accountable for profit and loss management of the secured mortgage book (£150bn) and unsecured personal loan book (£3bn); total annual revenue £4.5bn; Managing a direct team of c50• Dual reporting line to Head of UK Banking and Executive Director, Retail Products and Services (GEC)• Incumbent at the time of the financial crash, and stayed in the role from the onset of the financial crisis through to the endKey Deliverables• Directly responsible for asset product marketing (product, price, promotion plus strategic and regulatory change programmes)• Indirectly responsible for risk and distribution (intermediary, branch, telephone, internet, and aggregator channels) through matrix management structure• Primary point of contact and representative for Santander UK mortgages on external regulatory and industry bodies• 77% of total asset retained; all financial targets achieved• 2012 balance sheet restructuring deleveraging c£10bn retail mortgage asset to enable corporate asset growth; focus on specific asset types including interest only and ensuring P&L protection• Organisation wide readiness for MMR compliance (strategy, systems, processes, and people in readiness for April 2014)• Led Section 166 remediation programme with regulator and skilled person, resulting in no enforcement and no fine whilst delivering positive customer outcomes and minimising commercial impact on business• External influencing and promotion: FCA re MMR final policy; HMT re Help to Buy scheme rules; published articles in Mortgage Strategy (‘Intermediary Mortgage Lending’ September 2013) and Money Marketing (‘MMR and Regulation’ October 2013)• Achieved the highest internal employee satisfaction scores across organisation (second year in succession)
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Commercial Planning Director - Retail BankSantander Uk Corporate & Commercial Jan 2005 - Jun 2008London, London, Gb• Reporting to Retail Products and Marketing Director. Accountable for the Retail Commercial Plan; plan creation, sign-off, monitoring and recommending actions to correct performance ensuring financial targets achieved across the Retail Bank• Managed via cross functional matrix management (finance, marketing, sales, risk and operations)• Commercial plan incorporating all retail products (mortgages, loans, banking, cards, savings, investments and protection) and all channels (intermediary, branch, telephone, internet and aggregator) and enablers and delivery plans (IT prioritisation, business case production and resource plans)• Direct team of 8 FTEKey Deliverables• New retail commercial planning process and calendar aligned to new organisational structure and strategy following Santander’s acquisition of Abbey National Plc in 2004• Integration of Alliance and Leicester and Bradford and Bingley (savings book) businesses in 2008 into the commercial planning process; also led the integration of Marketing functions across the three organisations• Commercial Plan approved by Executive Committee each year within agreed timescales
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Programme Director - Retail ChangeSantander Uk Corporate & Commercial Aug 2000 - Dec 2004London, London, Gb• Various reporting lines, all into Executive Directors, spanning pre and post Santander acquisition of Abbey National Plc (2004)• Accountable for delivery of retail change programmes across the retail bank including customer facing and head office functions• Direct team of between 30 and 150 FTE (peak directly prior to Santander acquisition; post acquisition operating model moved to decentralised delivery)Key Deliverables• Various programmes including sales force restructuring, regulatory compliance programmes and creation of an outbound telephony operation
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Programme Manager (And Various Other Roles)Natwest Jul 1985 - Jul 2000Gb• Programme Manager, Telephony Integration: 2000• Programme Manager, Economic and Monetary Union (EMU): 1999• Senior Manager, HR Strategy and Communications: 1998• Group Graduate Recruitment Manager: 1996 – 1997• Executive Development Facilitator / Tutor (Heythrop Park): 1994 – 1995• Programme Manager, Retail Lending: 1993• Insolvency and Debt Recovery Manager: 1990 – 1992• Branch Banking: 1985 - 1989
Phil Cliff Education Details
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Nottingham Business School, Nottingham Trent UniversityBusiness Studies
Frequently Asked Questions about Phil Cliff
What company does Phil Cliff work for?
Phil Cliff works for South Staffordshire Plc
What is Phil Cliff's role at the current company?
Phil Cliff's current role is Group Transformation Director.
What schools did Phil Cliff attend?
Phil Cliff attended Nottingham Business School, Nottingham Trent University.
Who are Phil Cliff's colleagues?
Phil Cliff's colleagues are Oliver Connor Mba, Cmgr, Mark Bowd, Jacob Male, Mark Hughes, Maria Jones, Cory Fitton, Mark Hatton.
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