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Work Background
Direct GroupProgram Manager / Consultant
Apr. 2023Management consultancy contract leading a Customer Operations transformation program. Reviewed current operating models of multiple contact centres and designed and implemented a new consolidated Target Operating Model and supporting management disciplines and routines. Successful delivery of new Nice CX One ACD solution replacing a legacy and non PCI DSS compliant solution. Key Achievements:
• Delivered new Target Operating Model ( TOM ) for the contact centre business and comprehensive Ways of Working structure to support the TOM.
• Implemented Nice CX One cloud based ACD solution across three brands. Responsible for identifying technology options, vendor selection and management, contract negotiation and securing Private Equity Board approval for the business case for the new ACD technology solution. Responsible for leading the cross functional project team, project management, change management, designing comms and training materials, user acceptance and post implementation verification testing.
• Delivered additional cost reductions through transitioning a tranche of sales and service calls to an offshore, outsourced service provider delivering 60% savings from the onshore model.
• Designed and implemented cross sell and upsell pilot program that delivered a sales uplifts across multiple measures including overall sales conversion up 7%, average revenue per call up 20%, average units per order up 5% and special offer upsells up 8%.
• Resolved a number of urgent operational and Risk and Compliance issues including updating Customer Privacy processes, enhancing PCI DSS compliance and addressing long term and systemic performance issues e.g excessive sick leave / shift adherence issues.
• Development of the FY24 and FY25 operational budgets delivering significant cost savings against current run rate and finance budget.
• Identification of further cost saving opportunities over and above the initial savings from the FY24 / FY25 budget.
Allianz AustraliaGeneral Manager Customer Care
Dec. 2020 - Sep. 2022
Allianz AustraliaGeneral Manager Strategic Sourcing
Mar. 2019 - Dec. 2020Sydney, Australia
Allianz AustraliaStrategy and Transformation
Oct. 2015 - Mar. 2019
IAGSenior Manager - Operations Design Strategy and Planning
Sep. 2013 - Aug. 2015
Vodafone Hutchison AustraliaGeneral Manager - Customer Care
Nov. 2010 - Jun. 2013Leading a team of 4600 staff across Mumbai, Hobart and Sydney I was responsible for defining and delivering the customer care strategy for the Vodafone, 3 Mobile and Crazy Johns brands and managing a $100M plus operating budget. Moving into the General Manager role at the start of the major Vodafone network challenges in late 2010 / early 2011 I led my teams to overcome call volumes more than doubling in several key queues over a six week period due to a combination of network performance, extremely negative press coverage, and cyclones and floods. I established a service level recovery program that resulted in a reduction in average wait times from 600 plus seconds to less than 30 seconds in 4 months. During this time I conducted several staff road shows to explain the actions we were taking, answer questions and provide reassurance to the teams. Key Achievements: • Leading teams through the major network challenges of 2010 and maintaining staff engagement scores in the high performance zone. • In 2012 initiated a resolution program increasing First Contact Resolution rates by 16%, Call volume reduction of 18% and Telecommunications Industry Ombudsman complaint reduction of 37% year on year • Launched the My Vodafone App and the Virtual Hold product significantly improving customer experience • Delivered over 400K sales, upgrades and brand migrations via the call centres in 2012 • Negotiated the sale and transition of the captive contact centre business in Mumbai to Tech Mahindra in 2012 maintaining customer experience and staff engagement
Vodafone Hutchison AustraliaHead of Change and Transition
Aug. 2009 - Nov. 2010Program Managed and led a large and complex contact centre consolidation program following the merger of the Vodafone and Hutchison organisations. The scope of the program covered the closure of contact centre operations in Egypt, Melbourne, Sydney and Brisbane and the transition of services in these locations to existing operations in Hobart and Mumbai and 1 outsourced provider with operations in Brisbane & Manila. A total of 48 business lines and over 1100 FTE’s worth of activity were transitioned from 11 contact centres in 4 countries to 4 contact centres in 3 countries. This was achieved over 14 months and generated over $75 million opex savings in the first 2 years whilst maintaining customer experience and satisfaction scores.
Hutchison TelecomsHead of Change Management
Jan. 2008 - Aug. 2009Leading a cross functional team spread over 3 sites responsible for change management across the 3 organisation as well as contact centre systems, UAT, Self Care and Intranet Development teams. Key Achievements: • Successfully merged multiple change teams into a single function supporting the entire business. • Lead the E Billing initiative driving E Billing penetration from 20% to over 80% of the base in 6 months • Launched handset upgrades via “My 3” online • Redesigned the self service UI driving increased usage
Hutchison TelecomsHead of Self Care
Mar. 2006 - Dec. 2007Working as a member of the CRM management team my key responsibilities included the development and implementation of the 3 mobile self service strategy. I had end to end responsibility for self service deliveries across multiple channels (web, handset and IVR) including data analysis, business requirements gathering, development, testing, reporting and ongoing promotion. I established and chaired a global 3 mobile self service forum looking at best practice and key learnings from 3 businesses around world. Key Achievements: • “My 3” self service product awarded the Best Customer Service Initiative at the ACOMMS awards (Australian telecommunications industry awards) in July 2007. • Reduction in call volumes of over 75% for key Handset Self Service functionality • Increase of over 150% in self service usage in 2006 / 2007.
Hutchison TelecomsService Delivery Manager
May. 2003 - Mar. 2006Reporting to the General Manager of CRM my key responsibilities included management of multiple outsource vendors providing contact centre services for the Orange Mobile, Hutchison Messaging and Paging and 3 mobile businesses. I managed a $25 million operational budget and was responsible for forecasting call volumes and workloads for in - house, outsourced and off shore contact centres delivering a blend of inbound and outbound, care, sales, provisioning, technical support, retentions, directory assistance and paging calls. Key Achievements: • Managed the CRM strategy and implementation for the successful transition of over 300,000 Orange CDMA customers to the 3 network including the establishment of 400 new temporary contact centre seats across four sites in Melbourne, Brisbane and Mumbai. • Established and chaired several regular forums between key business stakeholders e.g. Marketing, Billing, IT and Systems etc and contact centre operations aimed at identifying areas for improvement on both sides and implementing action plans to improve end to end performance. • Designed and implemented new suite of contact centre reports demonstrating a balanced scorecard approach looking at quantitative and qualitative measurements. • Managed the transition of two business lines from in - house operations to an offshore outsource arrangement. Negotiated a 25% reduction in call charges with one outsource vendor.
SitelProject Manager ( 3 month contract )
Jan. 2003 - Apr. 2003Project Manager Reporting to the Project Director I was responsible for project managing the closure of the Sydney contact centre operations including the transition of key clients to a new contact centre in Devonport, Tasmania. Additionally I project managed the transition of other clients offshore, back in house or to alternate providers. My key responsibilities were the creation of project plans, managing multiple project teams, managing internal and external stakeholders, managing multiple vendors, systems integration, telephony integration, data centre transition, controlling project budgets, and delivering agreed outcomes for the business. Key Achievements: • Delivered all projects on time and to budget ensuring continuation of service for all clients. • Provided additional consultancy to the business in relation to new business opportunities in Australia and offshore.
AMPQuality Manager
Oct. 2001 - Dec. 2002Quality Manager Working as part of the national contact centre management team my key responsibilities were designing and implementing a new contact centre and written communications Quality program, selecting and implementing a new Quality recording tool and developing and implementing a series of soft skills training modules for all AMP customer service staff leading to a 12% increase in quality in the initial 6 months of the program. Key Achievements: • Designed and implemented a new contact centre and written communications quality program including the establishment and management of two dedicated quality teams based in the Parramatta and Melbourne contact centres. • Managed a team of 25 Product, Information and Process specialists across the Parramatta and Melbourne contact centres who provided assistance and coaching to agents via both a phone based help desk as well as face to face. • Working with Intellect Consulting I developed a series of 14 quality training modules to assist staff in better understanding the quality process and improving their skills in areas such as questioning, active listening, paraphrasing, rapport building, positive language and complaint handling.
SitelProject Manager
Jul. 1998 - Oct. 2001Reporting to the CEO and the local executive team I was responsible for numerous contact centre projects as well as several strategic business projects. My key responsibilities were implementing new client programs, creation of project plans, managing project teams of up to 20 people, establishing and controlling project budgets, and delivering agreed outcomes and improvements for the business. Additionally I undertook contact centre consultancy work on behalf of SITEL for in house contact centres. Key Achievements: • Project managed the creation of a 230-seat temporary contact centre site in Sydney included management of all contractors, budget control, selecting the design and fit out of the site, security of the site and ensuring all OH & S standards were met. • Project managed the establishment of 100 new permanent contact centre seats at SITEL’s Oxford Street site and assisted in the closure of a remote site in North Sydney. My responsibilities included fit out of the new site, capacity planning for the new site, transition of business from the closed site, creation of 10 new offices for management and support staff and establishing additional seats on the outbound dialler. • Undertook a contact centre consultancy project for a leading Australian ISP. This included a full review of their in house contact centre operations including all business processes, management structure, IT and telecommunications solutions, operational reporting, contact centre layout, and Human Resources policies. We implemented a number of recommendations and operational improvements that increased sales, lowered average call handling time, and improved senior managements understanding of contact centre operations.
Global OneTrouble Management Technician
Jan. 1998 - Jun. 1998Reporting to the director of engineering this was a start up role supporting several telecommunications carriers across the Asia Pacific region with co-ordination of all hardware, bearer, software translation and network quality faults on a new Global One voice network. This role was crucial in establishing the hubbing network across the region, identification of network problems through analysis of fault reports and ensuring action was taken to rectify these faults. Key Achievements: • Creation and documentation of the fault management process. • Liaison with a wide variety of internal stakeholders and external customers. • Development of business relationships with project partners. • Development of fault reporting structure.
TelewestInternet Support
May. 1997 - Nov. 1997A six month contract position whilst travelling throughout the U.K and Europe reporting to the Internet Manager. Key Achievements: ·Telephone support for Internet customers with dial up networking connections, software configuration, e mail, modem support issues and answering support e mail. ·Supported cable modem customers during a pre release trial.
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