Verly Hulin Email & Phone Number

Bristol, England, United Kingdom

Bristol, United Kingdom

• Led all PMO activities for a Programme of work, the aim of which was to build a new cloud based environment (Amazon Web Services) and replace the end of life/out of support Case Management System (including finance.
• Responsible for managing a budget of over £5m, with unfamiliar complexities, to provide the business with the benefits of reduced operational costs, a full service wrapper and increased flexibility for future growth.
• Adhered to a detailed PMO service catalogue to ensure the projects were delivered to time, cost and quality. This included (but not limited to) plan assurance, RAID management, change control, production of meaningful.

Bath, United Kingdom

• Reporting to the Head of Projects and Transition, primarily responsible for Eduserv’s largest customer account (the Department for Education (DfE))
• Successfully project managed the on time migration of the full DfE (Department for Education) estate from Eduserv’s data centre into Azure Cloud; handled 51 applications and 500+ servers
• Co-ordinating and managing customers and third parties to ensure successful project delivery in line with agreed scope, costs, delivery timescales and benefits
• Delivered the implementation of GDPR legislation company-wide including Process, Policy and Training deployment
• Rolling out ad-hoc internal projects such as laptop encryption, O365 and Configuration Management Database initiatives
• Full mentoring and coaching of Project Support and junior Project Managers

Bristol, United Kingdom

• Reporting to the Chief Information Officer, responsible for the decommissioning of a legacy system, through the management of a migration project, to realise business benefits of £1.3 million.
• Successfully delivered a project to decommission a legacy system, through the management of a migration project, to realise business benefits of £1.3 million
• Produced, maintained and communicated detailed project plans to Key Stakeholders and Senior Management
• Ensured all business and system requirements were captured and signed off
• Introduced governance documentation and procedures in line with company policies

Various

• Responsible for financial management and security of race stock merchandise with values between £100K - £1m, and managed daily finance activities including till, cash and card transaction balancing
• Events Manager, responsible for co-ordinating the set-up, on-going management and ‘break-down’ of Mercedes, McLaren and Ferrari stands for Formula 1 and other motor racing events
• Co-ordinated international stock logistics, construction of stands and the training and management of local staff
• Adhered to high standards of precision expected from representing big named brands

South West England

• Responsible for the seamless implementation of new sales package with the objective of achieving quicker processing times, increased automation and ultimately the decommissioning of the legacy sales system
• Identified, advised and co-ordinated change management activities required to support the implementation of a ‘Model Office’, to aid learning for the phased roll out of the new sales package
• Produced, maintained and communicated implementation, communication and training plans with key Stakeholders
• Bridged communications between the IT Project and the Business, ensuring positive buy-in by Senior Management
• Managed the production of training materials, training schedule and resource to deliver to over 500 agents
• Introduced and maintained Project Governance in line with Company Policy

Aztec West, Bristol

• Deployed regulatory changes to the delivery of SMSs for roaming customers; achieved a full end to end project delivery in 4 weeks improving customer experience and avoiding regulatory fines of up to £1m
• Implemented system enhancements to increase revenue from sale of insurance product with a budget of £250k and a team of 20 people, resulting in benefits of £6 million per year
• Managed a team of 20 people introducing automated processes in the Customer Management System, improving agent and customer experience and reducing costs

Trowbridge

• Led the co-ordination and delivery of high profile customer experience and call centre based projects in line with company strategy and objectives
• Managed a suite of initiatives which resulted in a reduction of 3 million calls per year into Virgin Media call centres which equated to over £7 million cost savings
• Introduced the first team in Virgin Media to be in line with customer journey mapping and service modelling; the team being responsible for educating customers proactively offering advice to reduce calls in the future.

Trowbridge

• As part of the Customer Service Project Management team, specialised in managing the Customer Service workstream of any projects or initiatives that impacted people, process or technology within the Customer Service.
• Implemented the upgrade of the call recording technology for 700 agents allowing quality audits of interactions with customers enabling identification of performance and process issues. With a team of 20 internal staff.
• Introduced a voice analytics tool to provide insight of calls received and how they were handled to enable appropriate business improvements. Demonstrated strong vendor management skills to ensure the project was kept.
• Successfully managed a planned systems outage of all of Virgin Mobile systems for 48 hours, with my focus being to keep the customer experience impacts to a minimum. Responsible for all pre and post activities.

Bath

• As part of the Helphire Group Business Change Team, reporting to the Programme Manager, managed all aspects associated with the deployment of a Claims Management, Business Process Management (BPM) systems development.
• Identified, advised and co-ordinated change management activities required within the business in line with the business case resulting in an annual benefit of £6.2m.
• Produced, maintained and communicated implementation plans with the Project Team and Senior Managers, ensuring clarity of the project progress and deployment approach.
• Directly managed Business Experts, Testers, Trainers and System Administrators.
• Determined at which point the system was robust enough to be released into the business, and using an iterative deployment approach co-ordinated successful implementations.
• Ensured post implementation support was in place to iron out any user or technical issues. Acted as ‘go-to’ person for any major post-implementation issues, to guarantee business continuity.

Bath

• Reporting to the Change Consultant, gathered, analysed and managed business requirements, for Operational departments, steering the development requirement of a new Business Process Management system. Demonstrated.
• Focused on achieving significant savings and improvements through automating processes to reduce end to end claims management time, increase revenue, reduce paper, whilst improving the customer experience.
• Analysed proposed system changes and calculated the financial benefit to form the business case.
• Accessed and categorised IT vendors for selection in conjunction with the invitation to tender.
• Ensured all development was in line with the FSA, ABI, DPA and DDA regulations.
• Prioritised the requirements taking into account scope, resource, and time constraints in line with the Lean development environment.

Bath

• Reporting to the Operations Manager, managed teams of up to 20 staff responsible for all financial elements of claims, the management of all regulatory and legal documentation and providing justification for the.
• Complete staff management ranged from work allocation and auditing, to identifying and resolving more challenging personnel issues.
• Ensured my team’s business targets were exceeded, whilst maintaining high quality work output.
• Identified, developed and implemented process and organisational changes (manual and automated) to increase successful claim conversion and quicker throughput of claims.
• Achieved a successful introduction of a brand new team of 12 to manage a new business process and IT changes, resulting in reduced claim write-offs.
• Constructed a 2 week training plan resulting in the new team being up to speed by ‘go-live’ date ensuring a smooth introduction of manual and technical changes.