Aubrey Smith Email & Phone Number

Since 2005, I have had the pleasure of working with multiple companies in Europe, Africa and the Middle East. Sectors include travel, media, utilities, telecommunications and local government. I provide operational Contact Centre consultancy, interim management and workforce management solutions. For my local government clients, I have helped devise the business transformation strategies for customer contacts. Creating the business cases and then implementation of omni channel technologies allowing customers to request services 24hrs a day, 365 days of the year. Through business process reengineering many services have been fully automated with the remainder being streamlined. The financial efficiencies realised allow funds to be redirected to service delivery. CX has been vastly improved with a dramatic reduction in time to service and budgetary pressures eased from the contact centres as a result in a reduction in customer contacts.Clients include:• Tsys Managed Services (Saudi Telecom, Bahrain)• Tsys Managed Services (Nationwide Building Soc.)• Tsys Managed Services (Virgin Credit Cards) • Thomas Cook• Serco Global Consulting• Central Bedfordshire Council• Bedfordshire County Council• Hammersmith & Fulham Council• Northampton Borough Council• Tunstall Group • SAV Credit• The Listening Company• Clear Start• Agilisys• Sit-up.tv• Northumberland Water • AOL

Reporting directly to the CEO I joined Mindpearl in June 2000 and was tasked with creating and developing a Global Operations Department with the aim to implement a centralised operational function to direct all aspects of the companies planning and performance. As a result from my work Mindpearl AG went from being 9 independent contact centres to one virtual centre operating across 5 locations where all planning, budgeting, scheduling and performance tracking is directed from one location in Cape Town, South Africa.During my appointment it was my responsibility to completely revise the forecasting and budgeting process. This resulted in accurate global forecasts for all 7 contact types, events then being allocated to individual contact centres based on distribution, available skills and capacity. Complex modelling and analysis and the ‘globalisation’ of activities such as vacation has resulted in huge efficiency gains ensuring efficient and cost effective scheduling across the enterprise. This has lead to highly effective planning of a budget in excess of £25 million per year.I successfully liaised with clients to refine the planning process which allowed full use of flexible scheduling to maintain a consistently high service level. The in-house development and implementation of an Intelligent Global Call Routing System ensures optimum utilisation of staffing across the centres.

Slough, England, United Kingdom

Cendant International Membership Services (CIMS) runs six products for financial institutions with over 6 million members and employs more than 250 agents. I managed the relationship between head office and the supporting call centres to achieve effective use of company telecommunications technology and operations. I worked closely with the local Call Centre Managers and Operations staff on MIS, scheduling, performance tracking and medium to short term planning. Key projects I managed included the the telecoms infrastructure for new business implementation and product enhancements.

At Friends Provident I held an encompassing role supporting the Appointed Representatives and Independent Financial Advisers contact centre in the provision of sales of life products. My role required deep involvement in the set-up of the contact centre to support the sales arm. Key responsibilities included: ACD ManagementImplementation of TCS (Aspect) Workforce Management SoftwareDesign and production of performance tracking statistics and a suite of MISForecasting and Budget planningCost analysis reportingDesigned staff incentive scheme based on individual performance

Aylesbury, England, United Kingdom

Responsible for forecasting, planning, scheduling and the production of the contact centre's management information system. In this operational role I managed relationships between Forte Group's contact centre director, Aspect and Q-Max system suppliers and BT account managers. In my operational role I played a key role in the rationalisation project that managed the acquisition of Forte Group by Granada Group. This project opened up the opportunity for me to work alongside high level management providing vital data insight to support key decisions. On the back of the acquisition I was tasked with a implementation project which included the side by side closure of the Aylesbury centre and set-up of the Birmingham contact centre.