Richard Bourke Email and Phone Number

Senior Manager in the Consumer Operations Care Team but my role saw me working closely with the entire UK Customer Services, Operations & Digital Team.I worked collaboratively with Senior Managers and Led programs ensuring budget & FTE were on course.I led several programmes to ensure FCR & tNPS improvements including reviews of AHT and Complaint Reduction. Including the creation of colleague engagement forums to understand and resolve “pain points”.I created a weighted balanced scorecard focusing on resolution, transfers, AHT and tNPS to support our operations in delivering a minimum standard of expected customer service.Taken the voice of the customer into the operation and supporting departments to ensure low performing journeys are tackled and worked collaboratively with these supporting departments on priority and delivery of proposed fixes.

I was specifically focused on ensuring the delivery of service on two campaigns in an offshore Partner, namely Credit and Collections and Hyper Care, whilst also delivering improvements across all Vodafone UK campaigns within the Partners three sites.The Credit and Collections operations was a new Campaign to the Vendor and therefore involved the planning and delivery of the 50% transition from the UK into Offshore over a 6 month period, alongside taking onboard Hyper Care with a view to focusing on ensuring continued delivery of service whilst plans were formulated to understand the strategic end state of what this team should evolve into and how it was best placed to fit into a new estate wide Target Operating model.In addition to this and under FCA guidelines Vodafone UK were required to establish a Vulnerable Customer Team, which I was an integral part of by taking accountability for setting up the team for success, from scope of the team to recruitment of the FTE and Team Managers through to the routing of the calls. Working with both the TEXAS model and the Samaritans to ensure that I created a team not only knowledgeable and with he right tools but capable of supporting Vulnerable Customers.

In addition to my role as Insight Manager, a restructure of the team allowed me to expand my responsibility to a further 9 FTE and incorporate my predecessor’s role into my existing role, by taking accountability and ownership of Vodafone’s In-House Real Time Desks and two Change Specialists.This role expansion allowed me to provide inspirational leadership, direction and management of a team of Real Time analysts, who are responsible for the management and monitoring of inbound and outbound volume through multiple channels and across business segments.

A fundamental change in the ethos of how Vodafone operate as an organisation was born out of the relaunching of our Consumer estate and reaching a point of stability, allowing us to drive change in processes, behaviours and structure by including our Frontline colleagues in change initiatives. The aim of this continuous improvement programme has been to empower our Frontline to take ownership of customer issues through advisor led forums and ultimately the de-centralisation of change from HQ to advisor driven, as well as move activity from specialised ring-fenced areas of the business to Frontline e.g. Disconnections, Tariff Changes, application of credits etc.A key area that I co-led a complete redesign, build was Customer Relations. I co-led the team on the delivery/transformation of the operational structure across multiple onshore & offshore center's. From Forecasting & Resourcing models to implementation of a Real Time Desk, Training, Grad bay and all customer journeys.

Following the transition from a legacy to a new billing platform we uncovered several areas that could be improved to provide better care to our customers. The aim was to improve customer satisfaction and provide a quicker resolution. A team of handpicked specialist including Senior Management was established to achieve this goal and work collaboratively across all functions.My role within this team has been to provide on-going insight support, consult on strategy and estate changes, and manage the relationship with our BI and Insight teams, whilst also implementing a number of initiatives

To achieve a world class customers service and to achieve board level commitments the senior management asked me to run a bespoke programme providing insight and leading to change across Vodafone’s Enterprise and Consumer Estate. The objective was to increase the First resolution Contact score by 5% points (removal of circa 130k failure calls per month) within current fiscal and ensuring I stayed within the overall strategic plan.

Part of a team responsible for the ongoing operational architecture and design of Customer Service functions / locations based upon Strategic Company objectives and desired Customer Experience.Working as part of a ring-fenced team tasked with reducing customer contact propensity across the entire Customer base from 2.5 contacts per annum to 1.7 – circa 11m interactions per annum.

Working as part of a team in control of a Customer Services budget equating to approximately £156m. I had sole responsibility for circa £40m covering MVNO partners, credit & collection activities, Vodafone’s Digital Service Operations and Telesales & Retention.I worked across all areas of the business from Operational Managers & Senior Managers to working with Estate on the movement of work geographically to ensure decisions provided the best possible Service Levels & Costs etc. One such project I was Instrumental in was the movement & set up of Vodafone UK to VOIS India.I worked closely with and supported HR on recruitment requirements to ensure we have the correct number of FTE.

I led the development, deployment and maintenance of a highly effective intelligence tool allowing agents to record the reasons for customer contracts into Vodafone UK.By ensuring the identification of Continuous Improvement recommendations and managing change through to completion, including the tracking of benefits I was able to provide in depth analysis of output data, with frequent delivery of recommendations to senior management.I delivered training and feedback as well as coaching to all Front-Line advisors (circa 2K) in how to provide the correct data to ensure the necessary quality.

Key focus was to ensure all Customer Service Agents had the correct capability & tools to complete their role to a high standard.I also worked to ensure that CSAs were given support, training and encouragement to fulfil their own career progression.I worked in a high paced call centre responsible for 16 CSA’s whilst also supporting up to 200 CSA’s each shift.I won Call Centre Team Manager of the Year for 2006.

I was bought in to help set up “The Office”, from design & implementation of the company website, design and implementation of accountancy/bookkeeping software to Management of Employees.This also covered the creation of 121 & Absence Management, Training and Recruitment processes.Procurement of Consumables & Company Assets including negotiations and tender process.