Experience

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  Centrica

  Jan 1998 - Jan 2007

  Accountable for driving improvements in process and measures.Alignement of strategic KPIs to the needs of the customer.Target to deliver a +20 Net Promotor Score for British Gas Business. Centrica Chief Executive award (team) – (2005)British Gas Business MD award (team) – (2005)

  • Customer Experience Manager

    Jan 2005 - Jan 2007

  • Six Sigma Black Belt

    Jan 1998 - Jan 2007
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  Hewitt associates

  Aug 2007 - Sept 2009

  Lean sigma black belt

  - Developed new processes - 'De-skilled' complex working practice- Setup lean production- 'De-risked' processes in the UK- Transitioned processes outside of the UK- Maintained quality- Delivered on time- Cut costs

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  T-impact ltd

  Sept 2009 - May 2010

  Agile lean six sigma consultant

  - Setup their Lean Sigma Practice- Pioneered Agile Lean Sigma- Business Process Automation- Business Process Modelling (BPM)- Business Process Execution Language (BPEL)

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  I-nexus

  May 2010 - Jan 2011

  Operational excellence product manager

  'Operational Excellence' Product Manager for i-nexus.Translating OpEx solutions into development requirements.i-nexus is a leading global Business Execution software solution.

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  Virgin media

  Jan 2011 - May 2012

  Senior performance improvement manager - operational excellence

  Coached an IT Help-desk who became finalists in the IT Service Excellence Awards 2012.Delivering Effective Operational Management 'Model Office' Programmes & supporting the Operational Excellence Academy through Coaching & Training.>70% success rate in the accreditation of Lean Coaches and Problem Solvers. Delivering >£500k (3 yrs) within a 14 week period.>20% efficiency gains within Technology, enabling significant increases in PCA and reduced Abandoned Calls, cost savingsaccrued in parrallel with an improved Customer Experience, supported the long term success of a complete 'Model Office' implementation. Show less

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  Bt

  May 2012 - Feb 2015

  Continuous improvement lead for bt retail & bt business

  Accountable for all CI initiatives in BT Consumer (Early Life and In Life Service, Sales and Retention) and later BT Business. Managed a team of 9 coaches (direct and matrix) delivering waves across 25 sites in two years.Embedded a sustainable CI mechanism that enabled long term compound benefts of 10-20% of cost-base year on year - £3.3m annualised as part of BT CI's wider success of delivering ~£300m since 2013.Nominated coach of the year and Won BT CI site of the year - delivering a CI Wave across 249 FTE that enabled:> Highest uplift in employee engagement within Early Life (10%) to 4.43> Highest employee engagement score across all In Life sites > 26% reduction in sickness> One contact resolution increase of 6%> 36% drop in same day Repeats and 13% reduction in Transfers> 6% increased in adherence to shift schedule> Exec level complaints reduced by 49% and customer experience score increased by 16%> £665k delivered and approved in 20 weeks (11% of cost base)> £1.19m in 52 weeks (20% of cost base)> Transfer of capability - ability to run CI waves themselvesBT CI engaged 40,000+ employees, deployed across 4 continents, 58% of Customer KPIs demonstrated >10% uplift. CI achieved ~130 tags per month with 86% of people having been impacted positively. 650+ Lean or Sigma qualifications recognised by the BQF and 3 out of 5 BT challenge cup finalist teams enabled through CI. Show less

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  British gas business

  Feb 2015 - Mar 2016

  Process & customer journey excellence lead (contract)

  Designed and developed a Customer Journey improvement programme for Service & Repair, across transactional office based and traditional field engineer processes, enabling better engagement and delivery of planned maintenance and emergency call out visits.Improved customer renewal rate by 4% over 6 months via pro-active rather than reactive conversations, focused on meeting the needs of their business.Systematically removed waste, improved flow and standardised process across the UK to ensure consistent delivery and ensuring BGBS processes were fit for a regulated environment, developing a method that focused on:> Current Condition> Aspirational 2-3 year objective> Defined Target Conditions> Governed delivery of improvements via PMO> Creation of standard work> Measurement of performance against the 'voice of the customer'Developed and led the installation of a Continuous Improvement mechanism for field engineers, front and back office, ensuring all frontline people, regardless of role were actively involved in improving the way they work and having regular performance conversations. Show less

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  Td direct investing (europe)

  Feb 2016 - Jul 2017

  Head of service quality & change design (interim)

  Led Service Quality for TD Direct Investing, accountable for improving the organisation as well as the online digital service proposition (online share dealing platform). Learnt the importance of adapting an approach to an organisation and its unique challenges, in order to accelerate improvement. Delivered improvement benefits of £1.3m, 145% of target.Led and supported 'Grassroots' Continuous Improvement, delivering more than 100 frontline improvements, saving £760k pa via empowered frontline people.Introduced a Customer Journey Framework and 'heat-map' informed by Customer Experience indicators. Enabled an Exec level scorecard & review forum. Process improvements were underpinned by collaborative prioritisation of business and customer issues.Developed a Customer Journeys programme, turning insight into more than 570 opportunities, 47% of which led to improvements to the Public or Secure site and enabling Innovation Labs to introduce Agile thinking to Change Design.Led a Six Sigma programme & introduced Lean A3 problem solving, developing a coaching model built around 'Champions' with projected benefits in excess of £350k.Introduced Lean Competency System accreditations in order to reward problem solvers with development. Show less

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  Jaguar land rover

  Sept 2017 - Sept 2019

  Process consultant - digital supply chain (contract)

  Developed a digital JIT Connected Supply Chain solution focused on delivering enhanced visibility of emerging issues and enable greater collaboration.

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  Galliford try

  Nov 2019 - now

  Operational Excellence - Data & Digital Transformation, Lean Deployment Plan, Collaborative Planning & Behavioural Maturity.Infrastructure are a Top Quartile Performer in the Collaborative Performance Framework, recognised for our maturity in Lean thinking (Top spot in RDP in 2023) and Behavioural Maturity. Accountable for Continuous Improvement, Operational Excellence, Lean, Behavioural Maturity and the Collaborative Performance Framework for National Highways.Galliford Try are a progressive company with a clear vision, delivering high performance via an outstanding and collaborative team of people!

  • Head of Performance (Infrastructure)

    Jun 2023 - now

  • Head of Performance (Highways)

    Nov 2019 - now