Responsible for the operational oversight of all change impacting Customer Services (CS) telephony and back office functions. • Analysing quantitative and qualitative data and consolidate into key insights that reflect both voice of the customer and colleague, captured through Salesforce (CRM) and are ultimately reflected in the design and development of all operational change solutions to ensure that they add value to the customer journey and colleague experience. • Work collaboratively as the key Customer Service decision-maker, to prioritise and execute all Customer Service change delivery plans. Building and maintaining strong stakeholder relationships with other areas of the business to share opportunities and lessons learnt. • Reviewing and approving all colleague-level change communications to ensure they land effectively, assessed through the collation and tracking of key success criteria. • Providing regular updates on progress, including issues management across all levels from Chief Operating Officer to front-line colleagues. Accountable for proactive risk management in line with policy framework and appetite, in relation to change activity.• Track and monitor performance against benefit delivery plans and budget.

Responsible for the operational management and strategic leadership of the Customer Service department, including contact centre, back office and supplier management activities - covering four sites, 4 direct and 253 indirect reports. Partnered with over 20 diverse clients to deliver a professional and customer outcome driven mortgage outsourcing service across mortgage portfolios totalling over £40 billion. • Management oversight and delivery of all business targets including achieve client service level agreement and KPI targets.• Analysing departmental performance to identify and inform emerging trends, training needs and development opportunities. Driving forward a continuous improvement culture to mitigate by enhancing the customer journey and improving operational efficiency. • Working collaboratively with various projects to successfully deliver policy and process change initiatives.• Working in partnership with Real Time and Forecast to ensure accurate workforce plans and mitigate any variances where appropriate.• Planning to ensure accurate scheduling and work force management plans.• Ownership and active management of cost centre budget, including overtime, incentives and reward.• Management and oversight of all disciplinary, capability and grievance related activity in line with HR policies and procedures. Setting, monitoring and reviewing business objectives in line with performance management frameworks. Proactively managing and overseeing all areas of underperformance within department.• Represented Customer Service in regular cross-functional internal and client-focused governance meetings, discussing strategy, performance, opportunities and issues. • Ensuring adherence to all legal and regulatory requirements and compliance to all policies, procedures and regulatory requirements, including Health and Safety - evidenced through audit. Identifying and escalating risks in line with Risk Policy and appetite.

Responsibilities for this role were the same as for Computershare Loan Services UK, who ultimately purchased the operating arm of UKAR, once the taxpayer debt (following nationalisation of Northern Rock and Bradford & Bingley) had been repaid. This role was more challenging during the transitionary period, moving from one business to another whilst still maintaining business performance and supporting colleagues to adapt to the new culture, system changes and budget.

Led 8 direct reports and 100 indirect reports across the inbound Customer Service Contact Centre to service an average of 80,000 calls per month across three heritage brands and multi-platform systems.Reduced unplanned attrition through career path development within the contact centre and increasing positive attrition through effective performance management.Creating a culture of open and honest communication through regular monthly engagement forums and weekly colleague discussion sessions.Driving a culture of continuous improvement through full engagement of Lean and active encouragement of and delivery against colleague improvement suggestions.

Responsible for development and dual site management of the Customer Support Team (3 direct and 36 indirect reports) covering three separate heritage brands through a combination of inbound and proactive outbound activity, with a focus to prevent arrears for mortgage customers identified as potential financial difficulty.

Managing operations in a multi-client, secured lending environment, responsible for arrears portfolios ranging from £199M - £1.4bn covering all levels of collections through to litigation and possession. Leading 2 direct reports and 77 indirect reports covering inbound and outbound activity as well as an integrated quality team to achieve client service level agreement and key performance indicators.

Responsible for the management of both Italian and Greek unsecured credit management departments accountable for Italian arrears portfolio of €33M focusing in early arrears management and Greek arrears portfolio of €12M covering all level of arrears through to charge-off. Leading 9 direct reports and 136 indirect reports covering inbound and outbound activity for both markets.

Promoted to a position of Team Leader as a result of evidencing skills and abilities within an unsecured lending environment. Ultimately responsible for an arrears portfolio of £69M specialising in cycle/bucket 3, leading and motivating an outbound department of 52 staff (12 direct reports) in an incentive driven environment through monthly coaching, 121s and quarterly performance appraisals in partnership with 4 other Team Leaders