Susan Purcell Email and Phone Number

Taking end to end customer experience to the next level.

New & preowned quality fashion labels at exceptional prices. In the pursuit of reducing textile landfill but giving fashion an extra life. Partnerships with NFP organisations where I can give back and help them continue their great work and achievements.

My passion is CUSTOMERS, whatever the interaction my focus is to ensure that the customers journey is seamless, efficient and delightful.

Business Ops Manager, introducing process improvements and delivering efficiencies. Leading a team to deliver excellence and daily KPIs. Program development and managment, stakeholder management with key partners. Over operations to include budget managment/commercials, marketing, HR functions.

*Directed a wide spectrum of management tasks associated with the promotional and Buying Group program.*Influenced over 400 stakeholders including 386 retail sites, suppliers internal teams and four outsourced teams*Devised best practices, initiated communications structure and established a promotional and audit program to deliver high compliance and financial return.*Attained 36% customer growth*Delivered record annual financials to both customers and business* Achieved an annual saving over &120K by developing and delivering a communications app for both iOS and Android platforms.*Manage the promotional program for 700 retail sites *Generate income to business in excess of over 120K per year*Continuously look at innovation to remain competitive and effective. *Drive CI to deliver excellence*Retail merchandising strategies This role requires high influencing and strong relationship building skills. Often dealing with many different people and all levels. It involves many stakeholders including customers, internal and external parties.

As National Manager my remit is to achieve and exceed plan in areas of volume and gross margin.As a shared service facility for BP it is vital to build relationships with our business partners and be proactive in driving and delivering strategies that feed into theirs.Manage a team of telesale agents in an account managment, and sales environment, work on marketing promotions to drive sales in multiple markets and channels.

Elite Customer Solutions(Subsidiary of BP)A wonderful opportunity to join and work within the BP group was presented to me, even though in a contract capacity. BP incorporates iconic brands, BP Fuels and Castrol Lubricants. My role as Project Manager was to work across its different customer service and sales departments within both brands to identify opportunities for work efficiencyLead generationStandardising processes across the businessStandardise coaching and quality assessmentCreate efficiency toolsIdentify and increase uptake on the ecommerce offer (online ordering)Create and run campaigns Performance measuresCommunication strategy between departments

22 sites across Aust Australia's leading manufacturer (publically listed) in stock feed and animal nutrition, supplying product through retail channel and direct to farmJob brief was to relocate and re-brand the call centre and build credibility internally and externally. Recruit entire new team with diversity and implement structured training with product, system and processes. Look at staff development and progression opportunities. Introduced induction process and training strategy. Outbound opportunities and campaign management for certain areas of the business.Introduced process of sponsorship proposals and sponsored teams including agreements and commitments.My role assumes responsibility for the day to day running of the Sales & Support Centre, their development and training to ensure proficiency in the role. Developing new business opportunities that are presented by ascertaining their needs and relationships with the business.Looking after all sponsorship partnerships and their viability to the business. Developing the guidelines and agreementsRepresenting at most retail conferences within the industry, assisting in designing trade display.Sales & Support staff report directly to me. Implementation of new ordering systemProject team for ERP project with EDI, CRM, OE functions working with external stakeholders to ensure testing was implemented within timelines - effective communication distributed to all customers re change- appropriate training scheduled to upskill team - regular up date meetings with team to discuss possible scenarios and any feedbackRecruited entire new teamRelocated to a new locationNew direction/visionImplemented a communication strategy to internal and external customers Project managed an internal sales project to drive communication and sales in the dairy industryMonthly activity report to executive committeeActivity reports to individual team membersSetting KPIs Performance reviews

Multi Site; Challenging opportunity to work within the automotive aftermarket industry during a critical time of FGC.We represented iconic brands Hayman Reece (tow bars), Rola (roof racks & accessories) and Thetford (port-a-potties and chemicals) Rola was a Sydney based company where I shut down Sydney operations and relocated it to the Melbourne office. Review and align operations with Melbourne operations to run efficiently.It was imperative in this role to understand scheduling and production areas of the business along with warehousing and logistics. I developed very strong working relationships in these areas and built a communication strategy to ensure a high level of customer service.Responsible for 3 customer service sites, 2 locally and 1 interstate equalling 12 persons. Creating a consistent, effective and cohesive department and multi skilling all staff was paramount to ensure effective work flow for the business. Stream lining processes from order entry, EDI, credit processing was my purpose and to ensure the right people were in the right job to match their experience, capabilities and aspirations.Implemented a monthly product training programme for all service staff, which included hands on . approach to learning products. Ensured that all staff had a development plan in place that was reviewed monthly or quarterly. Retaining quality people within the organisation and making sure people had direction was vital to the success of the departmentBridging the gap to other areas of the business such as engineering. Production and sales.