Andrew Hannah

Experience

• 

  British Gas

  May 2008 - now

  Driving value-based performance across growth channels, ensuring reward targets aligned the customer and growth strategy.Achievements • Implemented a return on investment focus for the agent sales reward scheme and consolidated the total reward spend at 6% below budget (-£210k) while delivering an above plan sales performance.• Delivered a new agent reward plan, ensuring it aligned with the customer strategy and improved the customer experience• Introduced product upgrade activity into Retention teams which resulted in Retention becoming the 4th biggest sales contributor, achieving 10% upsell rates and 40k product sales per year. Show less Optimised the customer retention experience by focusing on consistent outcomes and improvement of the commercial performance.Achievements• Identified customer fairness and performance opportunities through analysis of data on toolkit usage and improved the customer experience and customer retention rates by 4% (£2.5m in value annually). • Optimised the outbound dialing customer strategy delivering £0.8m additional value through increased customer contact• Streamlined the Retention data capture system with savings of 3 FTE (£100k per year and 15k more customers served). Show less Implementing and managing a governance structure within the British Gas low cost option PH JonesAchievements:• Oversaw the external & internal Audit Schedule nationally to ensure intended customer outcomes were being met.• Introduced a health check system, setting standards of consistency and increasing the pass rate from 60% to 95%.• Co-ordinated remote teams to achieve certifications essential to the business ability to deliver the customer strategy, such as PAS 20:30; ISO 9001 & ISO 14001.• Launched and managed an audit corrective action log ensuring improved customer outcomes and speedier resolutions. Show less Mobilised a new team to ensure timely and accurate billing of £40m per year to the Scottish GovernmentAchievements:• Introduced structure and performance expectations into a disengaged Inspection team, increasing customer quality, business productivity and people engagement.• Created visibility and accountability of installation quality issues by introducing a data led weekly performance review and education of support teams and field managers.• As a result of my work within the Inspection Team I was asked to expand the team to incorporate the responsibility for billing accurately £40m per year to the Scottish Government.• Billing accuracy & standards were improved from 65% to 99% through relentless focus on collaboration with finance, audit, feedback and accountability. • Developed new MI and exception data to ensure visibility of responsible managers progress against agreed actions Show less

  • Hive Performance & Delivery Manager

    Dec 2022 - now

  • Performance Business Partner

    Jun 2019 - Dec 2022

  • Sales Operations Performance Manager

    Jan 2018 - Jun 2019

  • Customer Retention Performance Manager

    Feb 2015 - Jan 2018

  • Data and Customer Insight Manager

    Feb 2014 - Feb 2015

  • Bid Manager

    Jul 2013 - Feb 2014

  • Governance Manager

    Jul 2012 - Jul 2013

  • Manager Information Management

    Aug 2010 - Jul 2012

  • Billing & Inspection Manager

    May 2008 - Aug 2010