Tim Abrahams Email & Phone Number

Ifield

Helping local small businesses review all their process and procedures to become more streamline, customer focused and cost effective.

Supporting the Head of Services in delivering operational performance enhancements across PELC services (111, Urgent Care Centres and out of hours doctors service) through the introduction of best practice and continuous productivity improvements. Ensuring that the service as a whole is consistent, meets demand at optimal performance through the delivery of best in class practice and continually seeks improvements in levels of productivity and patient experience. • Key in shaping, driving and delivering service initiatives and business plans, developing and delivering new and existing services.• Accountable for the planning and co-ordination of day to day activity across PELC service with specific responsibility for preparing the service to deliver peak loads.• Provided positive and visible leadership and management to the Operations Team including to ensure that all commissioned services are provided in an effective and efficient manner.• Effectively use NHS 111 management information and the call centre’s information systems to adhere to plans, standards and KPI targets as well as monitor performance ensuring timely action is taken to improve performance/patient experience whenever necessary.• Management of complaints, critical events and feedback, initiating improvements.• Developed and manager operational policies & procedures ensuring consistent implementation across the service in liaison with the Senior Management Team.• Subject Matter Expert inputting into the PELC operational business plans – short, medium and long term.

London, United Kingdom

Responsible for monitoring, updating and improving all customer interfaces including the ticketing website, phone systems and working with other LOCOG functional areas. Manage all ticketing enquiries, complaints and requests sent to LOCOG.

London

As Ticketing Customer Services Executive, supporting the Ticketing Sales Manager to deliver the public ticketing sales programme and ensure high standards of customer communication and care are achieved for the largest ever event ticketing project in the UKKey responsibilities/accountabilities:· Work in conjunction with the ticketing agency to manage the ticketing contact centre operations and communications. · Support the continuous training of over 400 ticketing advisors on the LOCOG brand, ticketing policies and procedures · Responsible for monitoring, updating and improving all customer interfaces including the ticketing website, phone systems and working with other LOCOG functional areas. · Manage all ticketing enquiries, complaints and requests sent to LOCOG. · Responsible for the release of all ticketing information to the public. · Key liaison with other LOCOG contact centres to ensure ticketing communications are current, accurate and consistent.

Brighton And Hove, United Kingdom

Set up the business to:Work with local small businesses.Redefining processes and procedures.Resulting in business becoming more time efficient and cost effective.Also do office administration remotely for SMEs so they can spend time on their business priorities.

Managed a 158 seat call centre (600 heads) taking calls from members of the public.Call centre was set up in 7 days went live 3 August.Recruited and trained 10 team leaders in 3 days.Managed staff issues within relevant guidelines.

Managed the £30 million a year contract with the outsourced service provider.Managed a number of third party contracts such as DVLA, VOSA, Multimap, PayPoint and Energy Savings Trust.Ensured service provider adhered to KPIs and QPIs.As a result of customer feedback introduced new payment process for non vehicle owning residents living in the Congestion Charge Zone. Defined processes and procedures for TfL's retail payment channel. Worked with City of Westminster on investigating Congestion Charge payment via on street pay and display machines.Worked with Dartford Crossing advising on discounts and payment channels.Worked with Department of Transport on the possibility of account integration (Dartford Crossing and Congestion Charge).Subject matter expert (customer experience and payment channels) on TfL's re-let project procuring the new service providers.Department lead in PCI DSS (Payment Card Industry Data Security Standards) negotiated time table for 100% compliance resulting in a saving of £750,000.Stakeholder management including complaint resolution. Stakeholders include UK police forces, Fleet controllers, NHS, Emergency Services, residents within the Charging Zone, Blue Badge holders and security organisations.

Haywards Heath

2006Designed, implemented and managed a two stage project involving regular travel between 5 sites:Stage One: - set up an interim contact centre for Downland's 11,000 tenants that were being looked after by 5 area offices. Results - an increase in customer satisfaction, a reduction in 15 posts, saving £196,000.This was achieved within two months. As a result tenants were able to call one number and be given answers to the majority of their questions without the need for being passed on to other teams, reduction in 10 staff achieved.Set up a central administration team to manage similar tasks that were being done in the 5 separate offices. Implemented a CRM systemPlanned and implemented a number of changes to improve efficiency and save money liaising with stakeholders to introduce these changes.Customer satisfaction up from 79% to 85%Stage Two: - managing the merger of the interim contact centre with the contact centre in our sister organisation.Set up Project Team to manage the mergerSet up and led Service Review Teams, made up of staff and managers from both companies, to find the differences in Policies and Procedures and agree the way forward.Lead monthly meetings between key stakeholders.Manage staff at risk of redundancy, whilst maintaining the high level of service.Responding to day to day problems with partnering contractorsLed feedback meetings with contractorsEnsuring contractors met KPIs and SLAs

Horsham, Halifax And Liverpool

Managed a team of 29 Full Time Equivalents using a number of different systems to place 5500 calls a day into the Business.Initially managed three sites which were formed from closing 14 nationwide contact centres. Within two months had improved the services levels from 30% of calls answered within 45 seconds with an abandoned rate of 50% to 85% answered within 15 seconds and less than 3% abandoned. Achieved through staff training and system improvements.Introduced a new directory package to aid quicker placement of calls. Project managed the implementation of the new system going live 1 month early across the 3 sites.Monitored ongoing benefits, natural reduction of 6 headcount in year 1 saving circa £75k. Produced business case recommending further service enhancements by merging the three sites into one.Initiated, planned and implemented project to rationalise to 1 site. Service levels maintained throughout. Finished three weeks early, £170k under budget with no loss of service.SME - led Customer Service Workstream during major transforamtion programme.

London And Three Bridges

Managed a 100 FTEs Call Centre and a budget of £2.7 million.Improved service levels from 70% to 85%Set up customer relations department. Negotiated and managed contracts with key suppliers.Managed the Customer Relations Department setting up procedures to deal with queries and issues regarding travel products to dovetail with ABTA/IATA regulations.Managed the fulfillment of all products through all channels.Co-coordinated office move from London to Crawley to new 100 seat site.Managed the recruitment and training of 100 new staff over 4 months.

London, United Kingdom

Education record

Certificate, Management

Education record

Education record

Honours, Theatre Management