I joined TalkTalk in June 22 with a remit to develop and deliver the new Wholesale Commercial Strategy. Additionally joining the team responsible for the owning the relationships with PXCs largest network suppliers, leading on various commercial activities with the aim of delivering the incentivisation and renegotiation of our wholesale contracts. Achievements1. Lead on commercial initiatives supporting the renegotiation of the three major “Altnet” wholesale contracts, delivering… Show more I joined TalkTalk in June 22 with a remit to develop and deliver the new Wholesale Commercial Strategy. Additionally joining the team responsible for the owning the relationships with PXCs largest network suppliers, leading on various commercial activities with the aim of delivering the incentivisation and renegotiation of our wholesale contracts. Achievements1. Lead on commercial initiatives supporting the renegotiation of the three major “Altnet” wholesale contracts, delivering benefits that enabled +£100m of profitability over their lifetime, by delivering material reductions in costs and driving value in incentives designed to increase connection volumes.2. Lead the creation and management of the Wholesale services commercial Copper to Fibre programme. Delivering the overall structure, governance and creation of all workstreams ahead of the expansion of the group programme in 2023. This is strategically the most important programme to the group and expected to deliver annualised savings of c£45m. 3. Lead the project supporting the launch of the new wholesale backhaul product, delivering the various elements needed to complete business signoff, including product definitions, contract creation and Legal underwriting, enabling the delivery for our customers. This was estimated to unlock c£1.6m in additional revenue. Show less

An expansive position with responsibility for the design and implementation of the launch end to end operating model and associated systems & processes. Additionally, leading delivery of digital strategy and transformation, ensuring the business had a defined go to market model, enabling a full sale to delivery capability for the new Centrica EV commercial B2B business.Achievements1. Lead on the design and implementation of the new commercial EV Salesforce platform, fully… Show more An expansive position with responsibility for the design and implementation of the launch end to end operating model and associated systems & processes. Additionally, leading delivery of digital strategy and transformation, ensuring the business had a defined go to market model, enabling a full sale to delivery capability for the new Centrica EV commercial B2B business.Achievements1. Lead on the design and implementation of the new commercial EV Salesforce platform, fully digitising the E2E provision journey, delivering new cRM functionality including automated quoting and pricing, project management and full Integration with the digital quote journey, allowing us to manage an increased customer volume without an equivalent increase in new hires. Delivering a 20% improvement in process efficiency and >£1m in OPEX saving over an initial three years.2. Designed and implemented the UKs first digital B2B EV quoting journey. This delivered a 500% increase in customer quote volume over the previous year: Simultaneously generating a c£12m opportunity pipeline and c£400k in OPEX savings in year one. Additionally, digital customer satisfaction is amongst the highest recorded of any British Gas digital platform.3. Designed the day one end to end business structure, with all associated systems and processes enabled to successfully go-to-market. The EV business successfully generated a >£10m sales pipeline and achieved >£2m in won orders in the first year of trading. Show less

In March 2016 I was appointed to a role in the Business Transformation team, in the new Major Business and Public Sector unit. Key Deliverables:Lead to Cash - I have lead on defining, developing and launching initiatives to improve CX, drive cost reduction and improve NPS & Engagement. In six months these activities delivered >£1m in financial benefit whilst materially improving customer experience. Further pipelined initiatives will continue to drive this step change in the way… Show more In March 2016 I was appointed to a role in the Business Transformation team, in the new Major Business and Public Sector unit. Key Deliverables:Lead to Cash - I have lead on defining, developing and launching initiatives to improve CX, drive cost reduction and improve NPS & Engagement. In six months these activities delivered >£1m in financial benefit whilst materially improving customer experience. Further pipelined initiatives will continue to drive this step change in the way we work. Bid Management Frameworks - I successfully designed & delivered a converged bid management framework model within stringent timescales, complexity of delivery and strategic vertical and Horizontal organisational design; allowing the formation of the business unit, on schedule, target and ultimately able to trade from day one. This framework successfully delivered c£950 million in year deals for BT.Shared Services -I restructured and refined the complex existing shared services model, which managed both horizontal and vertical activities across multiple business units. The final model was designed to better align to the wider organisational design; reducing waste, maximising value add activities through simplification and reduction in Process NVA, whilst improving the interconnects between teams. Show less

In December 2013 I was appointed to the position of Service and Solution Designer within the newly formed BT Business Mobile Transformation Team. I was given responsibility for the Solution Design and Business Improvement Activities, relating to specific areas of the new BT Mobile strategy. Key Work stream lead activities/Programmes:- Work stream lead on the successful BT Acquisition Programme for EE.- My solutions enabled the trading and cross selling into the BT/EE… Show more In December 2013 I was appointed to the position of Service and Solution Designer within the newly formed BT Business Mobile Transformation Team. I was given responsibility for the Solution Design and Business Improvement Activities, relating to specific areas of the new BT Mobile strategy. Key Work stream lead activities/Programmes:- Work stream lead on the successful BT Acquisition Programme for EE.- My solutions enabled the trading and cross selling into the BT/EE corporate customer base from legal day 1, delivering c£16m in new sales.- Solution lead on the largest Mobile migration programme in Corporate history ( c500k connections from Vodafone to EE) Successfully delivered on time, under cost envelope and customer churn targets - The launch Business Improvement lead of BT's new (Business) Mobile Cloud Product: BT One Phone.As a service and solution designer In BT Business, I am expected to develop the solutions to all new major propositions and products including commercial bundles, joint ventures and new capabilities across a wide ranging portfolio i.e. calls & lines, broadband, fibre, switch, ICT and VAS services. I work with propositions and other relevant stakeholder teams to develop robust Demand and Customer Experience User stories to support and define new service launches. In addition I will deliver E2E process designs in support of business strategy and deliverables that optimise the customer experience and minimise failure and service cost/impacts. My remit specifically covers requirements for systems, processes, people, reporting and service requirements from the early design phases through to implementation and launch. Show less

In November 2011 I was appointed to the position of Business/Performance Improvement manager within the BT Operate Service Delivery Team. I had overall responsibility for the Business Improvement Activities relating to the BT Operate/TSO Core Network Products; that included WLR3 (PSTN / ISDN), 20CN & 21CN Broadband, Private Circuit Repair, Major Service Outage Network Incident Management Repair and Harmonised Ethernet Products.In this role my key deliverables have been:- -To develop… Show more In November 2011 I was appointed to the position of Business/Performance Improvement manager within the BT Operate Service Delivery Team. I had overall responsibility for the Business Improvement Activities relating to the BT Operate/TSO Core Network Products; that included WLR3 (PSTN / ISDN), 20CN & 21CN Broadband, Private Circuit Repair, Major Service Outage Network Incident Management Repair and Harmonised Ethernet Products.In this role my key deliverables have been:- -To develop and lead the service improvement activity in Service Delivery and cross business process for End to End customer satisfaction benefit; Defining, planning and implementing sustainable measureable improvements for the benefit of the business unit and its customers. - Manage the interfaces with the End to End RFT service delivery journey owners and Service Delivery operational teams, dealing with stakeholders (operational and MFU) at director level. I further undertook and managed the following activities:-• Root Cause Analysis (RCA) – To Complete and then manage the RCA for all BT TSO Field Engineer, Control and Resource Management failures for On Time Delivery, Repeat Reports and Right First Time activities• Service Improvement Plans – Create, Implement and own Service Improvement Plans for the regional and national Field Teams related to the Core Network Products and drive performance to successfully deliver RFT uplift.• Core Network Quality of Service – Chair the weekly Quality of Service calls with the Field Engineering and Control Management representatives in order to identify and Risks or Issues and create appropriate Actions.• Weekly / Monthly Performance Reports – To produce and develop the BT TSO Field Services Performance Reports; using PowerPoint, Excel and Minitab graphs, detailing to the General Manager and Senior Ops managers the issues within their teams and the relevant actions to take to ensure resolution. Show less

I was successfully promoted to Operations Manager in February 2010, after achieving success at the BT Operate Assessment Centre; and completing a succesful period of acting manager just prior to this.My key deliverables in the role were:-•To Lead and motivate a team of c30 mixed skilled Field Engineers to maximise team effectiveness and productivity, ensuring time, cost and quality measures and targets are achieved. •To lead and implement transformational change programmes… Show more I was successfully promoted to Operations Manager in February 2010, after achieving success at the BT Operate Assessment Centre; and completing a succesful period of acting manager just prior to this.My key deliverables in the role were:-•To Lead and motivate a team of c30 mixed skilled Field Engineers to maximise team effectiveness and productivity, ensuring time, cost and quality measures and targets are achieved. •To lead and implement transformational change programmes (New Ways of Working) delivering efficiency, cost and service improvement•Covered the Regional Business Leader during periods of absence, leading the team of 12 managers and 250 engineers•Lead the creation and development of a climate of continuous improvement within the team focusing on improving efficiency and effectiveness to deliver BT’s strategic goals.•Manage performance - providing coaching, talent development, performance management & recognition where appropriate through the use of fact based enquiry and open & honest communications. Hold quarterly one to ones and monthly team meetings Show less