Antony Voyle

Experience

• 

  NatWest Group

  May 2002 - May 2004

  Operations Manager

  • Day to day management and supervision of a team of up to fifteen people. I was responsible for their continuous professional development with on-going assessment against role-dictated competencies and Key Result Areas. • I highlighted performance issues and training needs through on the job coaching and regular performance reviews in a manner that was non-confrontational. This meant that I could devise training plans that had the agreement of the individuals and also supported the business ideals. • I was personally selected to manage a team with a history of personality conflicts and under performance. Within six months I had resolved the team’s issues, created a positive working environment and effectively involved the whole team in achieving business goals. Show less

• 

  NatWest Group

  Jul 2005 - Dec 2005

  Operations Manager

  • Day to day management and supervision of a team of up to fifteen people. I was responsible for their continuous professional development with on-going assessment against role-dictated competencies and Key Result Areas. • I highlighted performance issues and training needs through on the job coaching and regular performance reviews in a manner that was non-confrontational. This meant that I could devise training plans that had the agreement of the individuals and also supported the business ideals. • I was personally selected to manage a team with a history of personality conflicts and under performance. Within six months I had resolved the team’s issues, created a positive working environment and effectively involved the whole team in achieving business goals. Show less

• 

  NatWest

  Jan 2006 - Dec 2008

  In April 2008 I was successful in my application for a secondment to Senior Operations Manager for NatWest Private Banking. I was responsible for the overall leadership of 60+ people providing back office support to the company’s Independent Financial Advisers and 1st class service to new and existing customers.• I was accountable for the financial performance of the department. I assumed responsibility for the budgeting and costs of the department & sign off for all compliance requirements.• In the eight months I was in charge I took the department forward in both performance against target and in the estimation of the Sales team and customers we supported. I introduced a number of new measures and ideas that created greater engagement of my department in the overall objectives of the business. • I delivered the best quarter’s financial performance that the company ever had, achieving over 120% of target. Show less • I was responsible for the management, coaching and development of two Team Leaders and their teams, with overall responsibility for up to 30 people. • As an ambassador for my area I met with existing and potential product providers, our external software developer and internal departments such as Finance & Group IT to ensure that:o the products and services provided were to the standard we required for our customers,o we maximized the IT benefits available to us,o the controls and processes we had were fit for purpose.• Formed part of a cohesive management team that was responsible for the development and roll out of our department’s Business plan to empower the department to meet required performance targets and contribute to the overall success of the Business. Show less

  • Senior Operations Manager

    Apr 2008 - Dec 2008

  • Senior Manager

    Jan 2006 - Apr 2008
• 

  NatWest Group

  Jan 2009 - Sept 2013

  I ran a Marketing and Customer communications team. Supporting the Sales department objectives through delivery of a diverse range of relevant and targeted communications, including Propositional material, creation and maintenance of an active web presence and quarterly consumer magazines. • I was responsible for the annual Marketing & Advertising budget for my department – Within tight budgetary controls I made efficient use of resources to create high quality, effective communications on time and to budget. Working within Brand guidelines but pushing boundaries I led my team to turn innovative solutions into fit for purpose material. • I reviewed existing contracts with Creative Agencies and renegotiated terms, resulting in a 30% annual saving in costs. This allowed us to achieve more with our existing budget. • I initiated a programme of controls and project reviews with Creative Partners and Printers. This resulted in better quality output from suppliers and improved working relationships. We were then better able to analyse success of communications with suppliers and continually improve our outputs• Through effective networking I have been able to increase the range of contributors to our material from across the Insurance industry, leading to more balanced and informative communications. This drove an upturn of 20% in the usage of the material we produced, better feedback and wider audience penetration, both internal and external. Show less I was the lead Project Manager for a major IT upgrade for the Independent Financial Services division of the NatWest & RBS Group. This saw a massive change to the customer and financial database software and was the first upgrade since 2001. Upgrade impacted on over 200 people across four different business areas and was a key stage in allowing the Business to prepare for the impending changes demanded by the FCA’s overhaul of the financial services business.• I had overall management responsibility for the testing team. Ensured test scripts were matched to business processes and were followed during test phase.• I successfully collaborated with a range of business representatives from Group IT, Finance, MI, our external business partners and end users. Through use of my excellent negotiation and influencing skills I was able to keep all parties focused on the objectives of the project.• I used extensive business knowledge and leveraged key relationships to overcome obstacles and bring project in on time. Show less

  • Marketing Manager

    Sept 2010 - Sept 2013

  • Project Manager

    Jan 2009 - Oct 2010
• 

  Ellis Wharton Wines

  Oct 2013 - Aug 2020

  Sales & Marketing Manager

  As the only employee working alongside two owner/directors there has been a need to be able to turn my hand to everything from hosting wine tastings to dealing with technical queries from Michelin starred restaurants. I have been able to create my own role using skills and experience gained working for large businesses and applying them to a small business keen to grow:• I am responsible for all Retail sales, both face to face and on-line. I have delivered year on year growth for the last 6 years taking Retail sales of £69K in 2013 to £181K in 2019.• In addition to developing new trade accounts I have also made it part of my job to identify potential new revenue streams and to take the necessary steps to make them happen. For example in 2016 I identified a new business opportunity selling into other retail outlets. In the first year, 2016, this contributed £32K. I have grown this to £237K in 2019.• I have worked closely and built an excellent relationship with our IT developer that has allowed me to both grow the revenue from our on-line streams but also deliver time and costs savings to other areas of the business. This has included implementing an automated process for stock management. I also designed and implemented a set of sales MI reports to give a level of granular detail not available to the business before my arrival.• I have designed and written targeted adverts to drive footfall into shop and to promote key brands on-line. I have produced copy for advertorials sourcing imagery and content from industry experts. I have also written scripts for local radio adverts to increase sales for the Retail business. To be able to do this more effectively I have had to keep abreast of latest developments in the drink industry especially related to the Craft Spirit market. I have established and developed relationships with producers to ensure we are 1st to market with any new products. Show less

• 

  Kier Group

  Jun 2021 - now

  Commercial Assistant

  Working as part of the Regional Civil Engineering Precontract team I am responsible for providing support and guidance for progressing projects through the tender process and into contract. Using NEC4 contracts and working in a Framework tender process I am accountable for taking contracts through internal & external gateway requirements, ensuring adherence to commercial best practice. I work closely with project managers, estimators and quantity surveyors to ensure that the project is fully understood by all parties and that any potential issues are identified in a timely manner and directed to the relevant area for resolution. I work collaboratively with our Clients to ensure that scope, design and contract clarifications are captured and addressed in a timely manner, chairing cross working party meetings to ensure that key decision makers are present, that issues are accurately recorded with owners and have timescales for resolution.I am responsible for producing briefing notes and presentations for the Senior Exec board to summarise each tender for authority to proceed. Using my extensive marketing and communication experience, in a short space of time, I have been able to produce concise and compelling presentations that clearly outline the commercial benefits of the scheme. By building an understanding of the key areas of focus and concern at these Gateway sign-offs I have been able to tailor the presentation to give confidence in the work that the pre-contract team have done. This has resulted in efficient movement through the Gateway process. I have responsibility for ensuring accurate record keeping during the tender process and that once we have moved into contract there is a timely and clear handover of the project to the contract team. This ensures that project team have all the relevant information for when they get to site and commence work. Show less