Tony Holmes Email and Phone Number

Supporting the delivery of local and global projects from estimation to delivery. Setting the Test Strategy, managing the test cycle, ensuring resources are prepared and trained, creating test plans, analysing test results, reporting test progress, resolving / escalating problems as appropriate to sign off and test closure.

As the Operations Manager I serve as the operational lead to ensure that all operational and production processes are performing consistently and predictably. I deal with the design and management of products, processes, services and data supply chains. Tactical issues including project management, production and reporting software selection and enhancements, while operational issues include production queue management, scheduling and control, and quality control of client deliverables. I have strong project management, technical and analytical skills and the ability to prioritise multiple tasks across several clients with limited direction. I interact with customers to respond to urgent requests and resolve problems to mitigate any risk to client deliverables

• Successful delivery of corporate changes, delivered though a release programme that is subject to Agile methodology• Accountable for successful solution delivery and implementation of projects across Customer Services. • Design the simplest, most cost effective solutions to issues. • Engages the appropriate functional specialist areas (e.g. Legal, Governance, Risk and Compliance, Medical, Finance etc.) to ensure initiatives comply with internal policies, standards, external legal and regulatory requirements. • Responsible for delivering solutions, including the definition of change requests with approved business impacts and benefits. • Design and deliver solutions for delivery and provide sign off for other Change Requests and defect fixes being released.

 Responsible for successful delivery of small to medium sized projects Facilitating the gathering of operational requirements Planning activity for both the technical and operational areas. Managing projects teams of 10 to 30+ multi disciplined resources across business functions Managing relationships with key Stakeholders across the business units Adhering to appropriate project governance standardsKey Achievements:  Realised benefits of £2.5m per year with the delivery of a new Dental Product that links Bupa’s Health Funding with its growing Dental Provision. Reduced costs from £1.2m to £400k by redefined the scope of a Customer Communications Programme that was in danger of failing. Agreeing key requirements and revising the cost models Introducing a SaaS solution to a meet regulatory requirement, ensuring the Business Benefits Owner was engaged throughout the process understood the post implementation considerations of a SaaS salutation.  Efficiency improvements of £700k for Bupa’s Employee Assistance Programme by managed changes to the People and Processes in the operating model from a remote site to be integrated within the core business.

 Managing Advisors against agreed KPIs to meet SLAs Department resource planning, ensuring appropriate contingency plans are in place. Issue resolutions including dealing with escalated complaints. Develop / manage system and process improvements Communications and reporting (team and department) People managementKey Achievements:  Leadership, Motivation and Development; Improved the performance of an Inbound team from underachieving KPIs by an average of 15%, to a regular position of exceeding KPIs and receiving their bonus. Change Management; Moved to an outbound team that was easily overachieving against KPIs, and worked with the team to redesign the processes and review KPIs in order to set realistic targets

 Work with planning to co-ordinate resources requirements to cover the various SLAs of different Business to Business relationships Liaise with Sales to ensure the coordination of renewal activity Manage advisors against agreed targets, by leading motivating and developing advisors Growing the team to 30 advisors, before a second manager was engaged Redesign of call flows to maximise resource efficiency Deal with escalated complaints People management Innovate and initiate business efficienciesKey Achievements:  Implementation of an automated call management process that ensured the most efficient use of resources between high service level agreement clients and standard service level clients Changed the department KPIs from a focus on the number of calls taken to the time spent with clients, therefore improving 1st time resolution of queries and reducing the total volume of calls received.

 Manage advisors against agreed targets, by leading motivating and developing advisors Collaborative working with up to 15 team managers to ensure the efficient of resources and consistently of best practice  Co-ordinate department activity / contingency to ensure department service level met Deal with escalated complaints Absence management Recruitment; assessment centresKey Achievements:  Introduced a new team process that was adopted by the department to remove basic administration activities from front line advisors so that they could focus on dealing with customers