Paddock Farm is the leading garden and aquatic centre in the North East. New ownership in 2010 saw the centre require a complete facelift and new energy to launch it into the premier position it now holds. My role was to coordinate this effort, managing this busy retail environment, create and nurture new opportunities with sustainable growth.
Pursued new funding streams to support the work the bureau needed to undertake. Ensured that where restricted funding existed, all necessary compliance was met and completed documentation to track mid-stream funding as well as completion.
Provided free information, advice and assistance on a wide range of subjects such as welfare benefits, debt, relationships, consumer, housing, disability and tribunal representation.
Delivered management training via a licensed training course. Provided consultation to a variety of clients, ensuring relevant methodologies and disciplines had been installed and followed to maximise efficiency, productivity and employee satisfaction.
Relocation to provide expertise and coaching to the regional programme (as per role previously held - see below). This role included support of Hungary, Spain, Italy and UK within the programme to consult and manage a fully successful implementation of our efficiency methodology.
Geographical areas of responsibility covering Mexico, United States and Canada; and providing cover for APAC and EMEA. Active Operations Management methodology (AOM) deployment and implementation. AOM is a methodology that encourages a "working smarter, not harder" concept to promote increased productivity by identifying and utilising surplus capacity in an operation. It targets leadership core skills with true operations management to ensure that we have the best people, in the right place through effective and calculated planning and in the right positions through managed training opportunities, allowing our operation to maximise its success. Projected savings within this initiative deliver between 6% - 15% on average, per site; which translates to significant savings for both the company and client as well as improving quality of operations and adherence to SLA.
Management of staff and operations for Support Services in the North East Contact Centre. My organisation included all non-client facing groups (33 FTE) including knowledge management, workforce management, technical support, quality, project management and delivery. Tasks undertaken within this role includes the deployment of an Avaya VoIP telephony solution including the project management for deployment to 500 users and technical liaison with the vendor, Avaya. Responsibility for staff included intra-day management for coverage, day-to-day management (absence, responsive management etc.), project briefings and issues escalation & resolution.
Service improvement and client management were key concepts to this role. I was responsible for improving the service we offered to this large client which included the relocation of the technical service desk to the client's site. Handling training and project management for the transition while coaching the on site EDS staff to improve our overall service. I had 9 direct reports with a further 3 revolving staff from our parent contact centre under my supervision. I was responsible for the staff and operation while within the client site, and managed both until we gained client approval to return the service in-house to our UK Contact Centre.
Duties include managing client expectations, service level management, people care responsibilities and team management. The Centre of Retail Excellence included clients from confectionery, brewery and public house franchise backgrounds; with diverse requirements, full service help desk services were provided to the clients through my team with a constant aim for excellence of service. The team was made up of 1 assistant team leader and 15 helpdesk staff; over my time there, using only natural attrition, I reduced the team resources to 6 helpdesk staff. This was achieved through increasing the capacity the team was capable of via training and motivation. This allowed the team to lead the operation in driving benefits as well as being one of the front runners in absorbing new business my company won.
Provide full IT services to 5 locations, including the company headquarters and 4 satellite locations. Assess IT outsourcing infrastructure & support contracts and analyse infrastructure growth for the company within an integrated network solution to replace the legacy system.
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Diploma
HND
Concentration: Computer Science
Cycling, Camping, Hiking, Climbing, Technology, Social Media, Android, Chrome, Twitter, Facebook, Google+
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