Phil Down Email & Phone Number

High Wycombe, England, United Kingdom

Managing a team of Franchisee Engagement Managers and office based support desk function over the three regions to provide issue escalation support to Franchisees in those markets.Main tasks:• Map Franchisee touchpoints over their journey from new franchisee to sell off to prioritise effectiveness of resource allocation.• Directly handling the 23 multi site corporate accounts in the TUKI region including development of performance review meetings and KPI creation.• Plan annual visit cycle including Franchisee seminars and engagement points.• Create and chair internal market meetings to remove siloes within organisation and create management and franchisee presentation decks.• Provide specifications and design of internal CRM system.

United Kingdom

Accountable for the functions supporting the Customer facing field service teams in the areas of project management, Customer experience, analytics/reporting and service supply operations reporting to the VP Customer Care EMEA. Managed a team of 39, both direct and indirect reports, across the EMEA region with an annual budget of $2.3M.Key achievements:• Increased annual Employee Involvement Score to 82% for new team.• Reduced headcount turnover to below 3% for regrettable losses.• Maintained Customer Advocacy Score at 81.4 (Mar 2023).• Introduced analytics focussed on core business drivers.• Designed new Strategic Operations structure.• Introduced prioritisation funnels for Analytics and Projects improving ROI and reducing time spent on processing by 17%.Also:• Contributed significantly to building an organisation that was able to flex with the changing needs, in a time of instability in the marketplace, driven by core business and Covid response.• Built a new operational structure from a team spread over the existing organisation; built a professional support structure; implemented an analytics team focused on business supporting reporting; supported new strategic activities and built performance focused links with Commercial, Supply Chain and Customers. • Optimised organisation structures developed and closed gaps within the team. • Changed Customer Advocacy Score (CAS) to a Customer Experience Score (CES) and developed value-added tools for Customer Care.• Created links and best practice within the group and identified new additional needs

Basingstoke, Hampshire, United Kingdom

Led the 71 Customer Service staff within the Commercial Operations structure through a 5-year transformational journey. Main focus areas were stabilising the organisation; creating links and best practice within the group; optimising policies and procedures; driving profitability; improving Customer Advocacy Score (CAS) and developing a value-added customer centric department.Key achievements:• Increased annual Employee Involvement Score from 46% to 58%• Reduced headcount turnover to below 8% for regrettable losses• Improved Customer Advocacy Score from 41% to 79.5% (Dec 2020)• Introduced metrics and procedure for FOC goods tracking with 6% YOY improvement.• Build new consumables supply model for “Pay per Test” on new instrumentation.• Guided the team through the Covid situation creating Hybrid working models with zero customer impact.

Drove a new strategy of the company to increase focus on Customers in the areas where we could make a valued difference, whilst looking to de-language / de-skill / automate the background tasks. The group consisted of 12 subject matter experts, lean engineers and project managers.Key achievements:• Integrating processes and procedures of merged and acquired companies resulting in the integration of 2 major acquisitions on time and in budget. • Developing management systems and global tools for existing workflows; driving order automation resulting in the creation of a 3–5 year strategy for the organisation which was implemented following presentation to Corporate leaders.• Reviewed all systems, policies and tools used by the Customer Service teams and acquired businesses and put in place best in class systems to support the Customer Service organisation.• For 3 years acted as UK/Ireland Country coordinator acting as authorised signature for the UK/Ireland organisation, chairing the cross divisional management meetings and ensuring employee engagement in-country. Won major country of the year award for 2 out of 3 years.• Company representative on ABHI commercial policy, supply chain and e-business working groups.

Within the Global Supply Chain structure, led the 230+ customer service staff in Europe providing class leading service levels in Europe and to OUS Global distributors with an annual Opex of $2.3M.Key Achievements:• Led the Customer Service organisation through a 3-year transformation from a country based into a divisional model; optimised policies and procedures yielding a cost per unit processed decrease of 22%.• Also created a new structure based around clustering countries by business model and creating new metrics and scorecards to move from a reporting focus to ones that support performance improvement that more accurately supported the new strategic activities. • Represented the European Supply Chain group on the Global Customer Service Council, focused on global policy improvement, performance enhancement and strategic priority development including leading the global project on order automation taking touchless processing from 4 to 17%.

Led a transformation project to transition the structure of European customer service from an organisation based within the sales structure to one based as part of global supply chain.

In addition to the objectives detailed in the UK / Ireland Operations Manager role assumed the management of the Operations Managers in South Africa and Nordics / Baltics and their organisations.• Focussed on implementing best in class procedures and policies across the Hub, with particular focus on inventory management and pricing controls.

• Leading the company’s contracts, outsourced warehousing and customer service teams achieving key performance indicators for 2006 to 2009.• Driving business process change to integrate the CRM business into the Boston Scientific Ltd organisation.• Project managed the closure of the 2 legacy locations and the move to the new office. • Presenting supply chain management principles to NHS organisations.• Mentoring and developing direct reports to create a strong operations leadership team.• Decreased team turnover and increased career development opportunities.• Achieved yellow belt status in lean Six Sigma methodology.

• Created commercial contracts with key “in-house” accounts.• Implemented corporate sales and service agreements with NHS organisations.• Presented supply chain management principles to NHS organisations.• Drove web based e-procurement systems into UK organisations.• Promoted capitation purchasing principles.

Bsc - 2:1, Medicinal, Agricultural And Environmental Chemistry

4 Year sandwich based course comprising of traditional chemistry modules (organic/inorganic/physical/analytical) with courses.

3 A Levels And 9 O Levels