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Change Manager or Line Manager

Work Experience

Project Manager - Severn Trent Water Ltd Jan 1999 - Date

I am currently part of the implementation team responsible for the transition of 700 individuals into new roles, undertaking new processes. My specific responsibilities are for Billing Front Office teams and managing the effect transition has on both the new and existing processes. Included in this work is the management of the recruitment process covering 10 teams comprising 110 staff in total.
During a previous assignment I managed a project within our Business Change Programme designing a customer contact organisation based on process instead of geographical principles.The result of this produced an organisational design capable of enabling the current, most radical release of change to take place.
Between these two pieces of work I managed the introduction of two new call centres within Severn Trent Water to handle customer contacts on behalf of an internal client. This involved all aspects of the operation from the recruitment and training of staff to process mapping and performance monitoring. This was delivered on time and to budget.
I have been able to identify and influence stakeholders appropriately as well as developing further my understanding of business strategy. I have also applied formal training in staff motivational consultancy to assist me in maximising the breadth of my contribution to this project.

Customer Service Manager - Severn Trent Water Ltd.
Oct. 1996 - Dec. 1998

Prior to the above secondment I was responsible for thirty customer service representatives within a team of sixty. Their primary function is processing billing and tariff enquiries from domestic and commercial customers. This work is measured by challenging targets which are closely monitored, and are subject to audit by our Regulators.
During my first year in this post my department achieved a reduction in average call waiting times from thirty seconds to less than ten whilst maintaining and improving performance in other critical areas.

Assistant Manager (Services) - Severn Trent Water Ltd. 1991 - 1996

During this period I was responsible for a number of diverse sections providing services primarily to colleagues within the business. These included Facilities Management, which gave me experience of managing contracts, Administration Services, Records and Stores.

Hard Goods Manager - Asda Stores Ltd. 1990 - 1991

I was responsible for both a shopfloor department and a busy petrol station which in total comprised eighteen full and part time members of staff. Prior to this appointment I underwent a Graduate Training Programme commencing in September 1988.

Education

1998 - 1999 - Postgraduate Certificate in Management Studies at De Montfort University, Leicester.
1989 - 1990 - BTEC Diploma in Grocery & Distribution at the Institute of Grocery and Distribution, Watford.
1983 - 1988 - B.A. (Hons.) Public Administration (2:2) at Trent Polytechnic, Nottingham.

1981 - 1983 - ‘A’ Levels - Geography and History
- ‘O’ Levels - eight - including Mathematics and English Language
Duchess’ High School, Alnwick, Northumberland.

Skills

x Forward thinking strategist, able to see opportunities and overcome perceived blocks.
x Good influencer, able to context opinions and find most appropriate way forward.
x Innovative thinker, does not accept status quo.
x Strong presentation skills with ability to lead debate.
x Self-motivated.
x Ability to understand needs and viewpoints of disparate groups or individuals.
x Communicate at all levels in most appropriate manner.
x Ability to manage change into a workplace.
x Promote benefits and profile of my department amongst other business units.

Languages

English

Other

Achievements
x Developed, as component of business change programme, an organisational design for customer contact department comprising 600 employees. Key element was to move from geographical to process based organisation.
x Managed and implemented call centre solution to internal client. On time and to budget.
x Promoted “other-centred” mode of thinking amongst all levels of Customer Service directorate. This helps colleagues appreciate the views of others and enable the most appropriate decision or course of action to be taken.
x Designed and delivered workshops for managers and team leaders on aspects of motivation and the management of change.
x Led working group which designed and implemented e-mail as channel of communication for our customers.
x Reduced average call waiting time from 30 to 10 seconds in twelve months within my department

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