Vendor reconciliation of 189 Global Vendors.Build bespoke reporting.Project Govenance

The trust had a backlog on the Head and Neck Cancer Pathway, I was approached to reduce the list and ensure that the pathway was brought back within tolerance.• Manage patients on the Head and Neck Cancer Pathway.• Ensure that all timelines are kept and that the patient receives the appropriate treatments in accordance with the appropriate policies. • Present the weekly MDT, which is the clinical board for the relevant care area, which decides upon what clinical treatment is to be applied to a specific patient• Define process based upon NHS guidelines to ensure that the succession plan was sustainable.• Create reporting to enable the senior management team to have visibility of performance against targets.The role was a contract only, to clear a backlog and handover. Within the time I was there, I had reduced the backlog from just over 300 with 12 breaches and 90 potential breaches to 32 all within tolerance and at the correct point on the pathway.The reporting was being used successfully and the processes that I had written were being rolled out to other cancer pathways.Using a number of systems, including Lorenzo.

The various NHS Foundation Trusts and Clinical Commissioning Groups in Yorkshire, Humberside and Lincolnshire were merging and restructuring. This involved a number of projects that needed to be undertaken to ensure that this transition was completed on time.I undertook a number of projects to completion to ensure that the timelines were met.Projects included:• Service Desk ITIL Accreditation• City Healthcare Partnership Server Migration.• NYHCSU Active Directory Migration• East Yorkshire GP’s Hardware Refresh and Server Migration.• All North Yorkshire CCG’s Active Directory and Server Migrations.• Service Desk Standard Operating Procedure review and re-write.• Information Governance implementation.• Clinical Systems roll out (System One and Emis)• East Riding Hospitals (Lorenzo) Roll out.• Data Cleanse (City Healthcare Partnership and Hull CCG).All the projects were completed on time, to specification and handed over to the operational teams once completed. As a contractor, I was due to commence a further project for system refresh and migration for the Scarborough Hospital Trusts, however the funding for this project fell through.System administrator for a number of systems including EMIS/EMIS Web, System One, R4 and all Microsoft Packages, together with SQL.

Axis Telecoms Ltd were historically a local based independent telecommunications company. The MD decided that he would like to move into the energy markets.Market entry criteria is the same irrespective of the size of the initial company. • Controlled market entry for Domestic, Business and Half Hourly Electricity.• Controlled market entry for Business and Domestic Gas.• System Testing• Build a bespoke quoting tool and Registration Management System.• Write dataflows, bespoke based upon the testing qualification criteria.• Write Standard Operation Procedures.• Liaise with the commissioning body to ensure that all criteria was being met.The projects were started at the end of September 2011 and passed to Gemserve in April 2012 in a completed form for consideration. The market entry was approved with no concerns or restrictions by the Gemserve board in May 2012.This role should have taken a bigger team and a longer period and is a real personal benchmark of what I can achieve.

Hull City Council were restructuring their recycling and waste management service, whilst also restructuring the terms and conditions of the contracts for the staff working within the service. • Implement change of recycling rounds and job role profiles and working practices as part of the regeneration project.• Manage Project Governance meetings.• Building new reporting based around industry standard SLA’s and KPI’s.• Develop new collection rounds based upon a standard 37.5 hour week.• Involvement with contract negotiations with the unions.• Writing Standard Operating Procedures for the new service.• Develop the source data tables for the Hull City Council website.The council were historically the second worst in the country for recycling figures. The recycling rate post this project was less than 10% of the total collections. Once the project had been completed the recycling rate was just short of 90%, which made the council one of the best in the country.

Kcom Group have contact centres in Hull providing telephony answering and query resolution for a number of businesses, including: Office of Fair Trading, Cineworld, Humberside Police (999 Service) and Hull City Council.They required a suite of multi-level reporting building to accommodate for the needs of the client and the internal business.• Build bespoke reporting around client requirements.• Research and prepare bids for potential clients.• Develop existing reporting to ensure that it is fit for purpose.• Process map report procedures.• Document report builds.The reports were built, developed and rolled out as well as process mapped and scheduled from a number of data sources. These were then handed over to the Reporting Analyst Team to be treated as business as usual reporting.

This was a new role that was not what I had initially interviewed for. Hurst had a gap in the business process to manage complaints and regular issues. My role was to develop the existing team to ensure that complaints were handled appropriately, challenging the customer were required.• Initiate standardised responses to complaints.• Implement SLA’s and KPI’s for the team.• Build a bespoke complaints management database.• Develop business process to ensure consistency of service.• Manage and develop 5 staff members.• Root cause analysis reporting and management.All process were documented and trained to the team. Whilst there was an initial surge in repeat complaints, this was then reduced as the customers and the team were educated and from the historical complaint times analysis showed that it was taking on average a month to provide a resolution, this was reduced to all complaints being resolved within five working days.

• I had various roles within npower, most of which involved moving from department to department, looking at backlogs in work, working them down and establishing and documenting resolution processes.• I took on a number of different projects for different aspects of the business, such as implementation of the new CRM system and the migration of the customer base as well as the reconciliation of the customer take on/ energy purchasing figures• I won a number of internal awards (including 3 employee of the Months for the full business and one employee of the quarter, together with a commendation from the regulator, Ofgem) and within the business had a very good reputation.

• Manager stock control for 30 stores and 1 outlet store within a 67,000 sq.ft. Warehouse.• Replenish stores based upon historical sales figures and seasonal times of year, as well as manage contractual returns to suppliers, within agreed time lines.

Ordering StockCashing UpMerchandisingStock RotationManaging StaffAt the time the store that I was working in became to only store to take more money on grocery than it did frozen foods.

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Working in the grocery department, I had the "First aisle", which was the stores flagship and busiest isle.

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