Stuart Paul

Experience

• 

  British Gas

  Oct 2005 - Oct 2019

  • Providing leadership, ensuring high standards are maintained by effective performance management, and operational key performance indicators (KPIs) are achieved across the organisation• Developing and implementing coaching and other learning activities to improve the team’s skills• Effecting a working culture that prioritises safety of employees and customers• Ensuring that all work performed by the Smart Energy teams comply with gas and electricity codes of practice, and safety regulations• Implementing regular risk assessment and quality assurance tests, and working with SEMs to identify corrective actions• Setting financial and business generation targets, and encouraging a culture that continuously strives to improve operations while reducing costs• Encouraging an information sharing culture, which openly shares feedback and empowers and promotes individual developmentKey Achievements• Successfully delivered several key projects regionally, and currently engaged in delivering a key safety project nationally• Made key safety improvements in two districts over a 12-month period, improving technical safety and implementing a sustained proactive safety culture• Effected an improvement in employee engagement levels within district rising from 4.75 to 5.04• Improved level of service delivered to customers, and efficiently and professionally resolved high-level complaints• Identified, collaborated with, and effectively influenced key internal and external stakeholders such as the GMB and other field and centre operations teams across the organisation to ensure excellent working relationships geared toward achieving optimal performance Show less • Coaching and training staff to improve skills, challenging negative behaviours and poor performance, and rewarding positive behaviour and improved performance• Planning workloads, work roosters and labour availability in line with utilisation and budget targetsKey Achievements• Improved the safety of the team, reducing the safety score from 7.8 to 1.4• Improved the team’s performance by 4 percent for first time completion of breakdowns, and improved the team’s KPIs, including completion rate by 8 percent, increasing output by 0.7 jobs per day to 8.3• Reduced material costs by £5.27 per breakdown while attaining 360 percent of business generation targets• Produced a learning and development report: British Gas Behaviours – BG Leader of People, to help increase staff understanding of British Gas behaviours, and provide feedback and focus for future personal development Show less • Recruiting and developing team members, setting clear targets and objectives, and working with the Resource Planning team to ensure availability of adequate resources to meet day-to-day customer service commitments• Coaching Customer Services Team Leaders, assessing performance regularly, and deploying the Training and Competency regimen to ensure all team members receive the requisite training• Directing the activities of Team Leaders and Customer Service Representatives (CSRs), ensuring they meet operational performance standards, and deliver market-leading first point of contact customer service• Implementing a high-performance culture focused on achieving service excellence in line with the organisation’s Customer Operations vision, and a culture that places great importance on treating customers fairly and keeping them informed• Working with Support Services to promote Health and Safety agendas, and creating a safe environment aimed at achieving a zero-incident work space, ensuring all teams assume responsibility• Working closely with Optimisation to identify and support the management of operational and regulatory risks, using MAGIC where needed• Ensuring standards of service are adhered to, business strategy is such that all scorecard metrics are delivered, and all team members fully understand and adhere to the company’s standards, policies and procedures• Driving sales and lead generation growth to meet and exceed targets• Liaising with the complaints team to reduce customer complaints, taking into account the insight of first point of contact (drivers) on the causes of complaints and ensuring these are resolved swiftly to the satisfaction of the customer and within KPI targets• Ensuring teams promote a digital-first culture, and educate customers accordingly• Ensuring customer records are recorded accurately and maintained securely within the customer related information systems Show less

  • Head Of Operations

    Jun 2017 - Oct 2019

  • District Operations Manager

    Mar 2014 - Jun 2017

  • Service Manager

    Mar 2011 - Mar 2014

  • Technical Engineer

    Jun 2007 - Mar 2011

  • Customer Manager

    Oct 2005 - Jun 2007
• 

  Coca-Cola Enterprises, Inc.

  Oct 2019 - Sept 2020

  Regional Operations Manager
• 

  Amazon

  Sept 2020 - now

  • Senior Regional Manager

    Nov 2022 - now

  • Senior Delivery Station Manager

    Nov 2021 - Nov 2022

  • Senior Delivery Station Manger (Temp)

    May 2021 - Sept 2022

  • Operations Manager

    Sept 2020 - Sept 2022