Ross Kehoe Email & Phone Number

Dubai, Ae

• Reporting to the Head of Outbound Sales, I am accountable for supporting the Outbound Sales Delivery and Revenue budget for the channel.• Working cross functionally with commercial and campaign management teams to shape data and customer contact strategies to ensure our channel delivers the core KPI’s whilst directly and indirectly managing ~580FTE. • Leveraging insight and data to drive Sales performance improvements that have lower Cost per acquisition. This includes driving a digital sales journey by using SMS and Live chat to interact with customers, always catering to trends we see in in data science modelling as well as the analysis we see from the current consumer environment.

United Kingdom

As a Strategy Manager within the Customer Service Group I’m responsible for planning and directing the Sales Groups strategic and long-range goals. Conducting organisational reviews to identify strengths and weaknesses and to evaluate operational effectiveness with the main outcome of streamlining process and driving down operating costsKey Accomplishments included:Working with the Head of Strategy to deliver the SMS Marketing Business Case that would prove out how SMS could replace Outbound dialling as the leading marketing strategy whilst maintaining commercial benefit and saving on operational resource costs with a business benefit of up to £9.4m across 3 years. Worked with Data Technology teams to develop the SMS Opt in reporting that would allow us to understand where our areas of opportunity were when growing the Opt In Base and would allow us to measure wether our actions were benefiting the growth of SMS. This allowed us to grow our SMS Opt in base from 30% to 60% of the overall customer base within a 9-month period in 2020 (+2m net additions to the Opt in Base which was worth £1.6m annually to the business)Lead a programme of work that developed and launched new digital journeys that customers would self serve with after receiving a sales SMS. These journeys proved, over a short period of time, to be effective from a Sales and Revenue POV (Generating up to £500k worth of sales in a quarter and with the added benefit of no resourcing/contact centre overheads). Additionally and more importantly, the new journeys landed really well with our customers with engagement and NPS scores equal if not better when comparing against established Voice channels.

Responsible for managing the successful delivery of the Commercial and Marketing Groups roadmap whilst advising what was possible from a development standpoint when creating new product propositions and price points. Working closely with the development resource I would ensure we were able to land the roadmap both from a technical aspect but also on a timely manner that would inevitably drive some of Sky’s biggest campaigns of the year. Leading twice daily stand ups with the development teams to ensure that key tickets were on track and where possible call out risks to Commercial and Marketing group that could impact any Go to Market plans for in week TV/Online adverts. Understanding the Development teams’ processes was key to successfully managing the Commercial and Marketing group relationships as I was able to provide a view of what was possible when discussing the quarterly roadmap, mainly from a technical standpoint which ultimately was key to making campaigns come to fruitionManaged multiple complex business requests by clearly agreeing the requirements and timelines and working closely with Commercial and Marketing group to set a priority against each ticket which was generally driven by the volumes of sales and/or revenue a certain campaign could deliver. Key campaigns included SkyQ, Sky Broadband and Sky Sports

United Kingdom

Supporting the creation of new Sales processes for the Service Messaging Estate. Where previously selling via this route was a non starter as agents didn’t have the necessary tools, we introduced new digital solutions so customers could upgrade during a Service conversation. This led to an average increase of 0.8k product sales per week for Sales through Service with the changes we made, mainly in SkyQ, Sports and Cinema products. Creating risk models that would allow us to understand performance across multiple areas of Service , comparing Voice to new Digital channels. This would then show what the performance deltas would be in quarter and potentially for future quarters based on modelling current performance against forecasts and if the business continued to accelerate digital messaging as the main channel. Working together with finance and Trading teams we were able to provide a clear picture for the business on impacts to in year EBITs and put plans in place to mitigate.

Leading a team of 4 experienced Trading executives to deliver the day to day Commercial priorities for our Inbound Sales through Service area which supported the overall Service EBIT. The main objective for my team and I was to drive sales performance targets through a variety of initiatives, creating detailed stories of the channel’s performance for Sales Directors, leveraging Analytical tools and in-depth deep dives to support the overall channel story. Responsible for tracking and driving the key sales KPI’s of Voice and Digital channels that fed into the overall Business EBIT, a big part of my role was shaping the strategy of the channel off the back of what the performance was telling us, allowing me and my team to make informed decisions based on the facts that would in turn help the channel achieve commercial targets for the quarter

Responsible for remotely managing the Live Chat Performance of our Teams in India, ensuring delivery of Key Performance metrics as well as looking after the over arching project of migrating customers from a voice channel to Digital/Live chat when interacting with Sky. Key Accomplishments included:Leading the delivery of a new Ops model that encompassed how we reward our frontline agents for Upgrades and excellent customer experience, increasing Operation CSAT and Sales performance. Worked with various teams across the business to implement a new staffing model that allowed our teams to handle on average 50% more demand each week due to matching creating shifts that matched the customer demand profile. This translated to an extra circa 6,000 new customer upgrades on a yearly basis (Generating an additional £1m annually)Lead the delivery of new operational reporting that allowed Team Managers to manage their teams Key KPI’s on a weekly basis, ensuring all KPI’s were visible to the operation and were in line with business targets.

United Kingdom

Livingston, West Lothian