Leading Qualifa to achieve its aim of "Great people delivering great Client results"- Accountable for the Qualifa P&L. - Reducing COS by 4 percentage points through increased revenue per hour, effective resource plans and supplier management.- Increasing profitability by 95% as a YOY comparison with like for like USD exchange rate - Increasing Growth margin by 6 percentage points YOY- Developed delivery plans that support our aim and drive continuous improvement that will deliver increased customer satisfaction, operational performance efficiencies and high people engagement.These plans incorporate the following teams; Delivery Team, Events Division, IT systems and projects, Data optimisation, Campaign Management and HR people culture.- Accountable for introducing internal and external customer measures that will be used as a framework of measures and KPIs to manage the business. These have delivered significant increase in customer satisfaction and thus an increase in rebook of client campaigns

• Providing leadership to all customer facing delivery channels within the Customer Service Centre; Inbound, Outbound, Webchat, High Value loyalty, Global Ticketing Fulfilment, Customer Administration (incorporating Upper Class customer’s car service) and B2B. • Developing operational plans that drive change in the Customer Service Centre that will deliver increased customer satisfaction, operational performance efficiencies and high people engagement.• Accountable for introducing internal and external customer measures that will be used as a framework of measures and KPIs to manage staff and Team Leaders • Developing the CSC Crawley strategy, ensuring it supports the overall CSC strategy and Virgin Atlantics Plan to Win. • Accountable for delivery of in excess of £200 million flight revenue and ancillary products. Key Achievements• Successfully re-structuring 7 supporting teams in to 3 Multi skilled groups. This delivered improvement in operational performance such as Service Levels and customer delivery timescales. As well as increasing customer satisfaction by driving First Contact Resolution. Minimised business risk of small silo teams.• Introduced a Real-time performance culture that ensures focus is on minimising abandoned calls and average wait times. This not only delivered an improved customer delivery of 95% CAR but also increased revenue by 13% year on year in H1 2016.• Introduced “Our People Survey” measuring engagement. Achieving in first survey Q4 2015 a People Engagement overall score of 83% for all Customer Service Advisors (call handling role). Increasing this to 93% in Q1 2016. This is one of the highest scores ever seen within the Customer Service Centre and one of the highest scores across Virgin Atlantic

• Currently accountable for defining and implementing the Sales Centre Strategy;• Providing leadership, motivation and strategic direction to a dedicated Sales teams within the operation, ensuring targets set by the General Manager are achieved;• Assuming full budget accountability for £2million and revenue target in excess of £100million;• Contributing to the ongoing development of the contact centre business strategy, ensuring changes and new processes are implemented effectively;• Setting and agreeing targets with the GM Contact Centre for cost of sale, conversion rate calls per productive hour, revenue and quality;• Using a framework of measures and KPIs to manage staff and Team Leaders, determining appropriate targets to achieve sales target;• Analysing and reviewing all performance information to identify trends, training needs and issues and to ensure improvements are continually made;• Ensuring service quality and brand values are maintained whilst driving performance;• Creating the right Contact Centre environment by motivating and continually developing the Team Leader to maximise sales performance;• Playing a key role in Virgin’s Crisis Management Centre

• Oversaw Crisis Management functions for September 11, coordinating business as usual as well as recovery of disruptions;• Coordinated change management activity relating to the impact of September 11 - including redundancies, role changes, staff welfare and cost management;• Implemented an automated back office system for Upper Class Support;• Facilitated the growth of Special Assistance / Stretcher revenue by 25%.

• Implemented 360 degree appraisals for inherited Team Leader group, initially recognised as underperformers;• Completed the successful merger of Frequent Flyer Contact Centre with main Reservations Centre;• Multi-skilled staff to maximise efficiency and improve customer service in a “one call does all” ethos;• Created a strategy for Disaster recovery for Y2K – transforming this strategy into a working process document to protect the business in the event of varying degrees of system failure;• Created a vision and direction for the Contact Centre to beat competition and be a template for all Contact Centres to aspire to;• Managed staff to deliver the most outstanding service against agreed targets with a style reflecting the Virgin service personality;• Ensured monthly operational targets were exceeded and Customer Service Centre quality targets were achieved;• Ensured staff maximised productivity and achieved strict service levels;• Implemented a coherent set of operating processes and ensured adherence to;• Proactively contributed to the development of the agreed Contact Centre culture through adopting appropriate management behaviour;• Built the very best customer service team through excellent training and development of the customer service personnel;• Ensured the correct skills were contained within the operation and levels of competence maintained and enhanced to meet rising service standards.

• Lead business case approval and implementation for the Contact Centre’s Coaching and Development plan for the Contact Centre;• Oversaw Team Leader training and Coach Trainer role introduction;• Achieved external benchmarking position of 1st against 13 other major airlines - an increase of 7 places;• Managed the implementation of Trainer’s coaching programme, defining KPIs, measurement, observation process and development plans;• Enhanced, standardised and implemented training and development programmes, initially locally, moving to global support of Customer Service strategy within Reservations;• Coordinated the training and development of 360 staff;• Provided leadership and motivation to 11 Training Officers and 9 Coach Trainers;• Developed and implemented training strategy that supports call centre and support area objectives;• Managed training resources to ensure consistency, quality and timely delivery;• Appraised training against agreed success criteria and report;• Developed and negotiated external training capabilities;• Reduced and minimised overheads;• Implemented and maintained individual training plans within the Contact Centre;• Strategically developed Virgin key messages, such as brand and people values;• Achieved training targets whilst minimising the effect on call centre resources and service levels.