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Mr

Work Experience

EARLY RETIREMENT 2002-

VERTEX DATA SCIENCE LTD 2000-2001
Customer Services Manager
· Over planned period of 9 months, Project managed major change program transferring 5 key functional areas, 220 jobs and an operational budget of £ 3 m to the northwest, whilst maintaining customer service levels and producing an annual saving of £ 0.25 m.

EASTERN ENERGY 1999-2000
Head of Operations - National Personal Market
· Responsibility for 332 staff.
· Business plan achieved for 500 k new customers to go on supply per annum with direct budget responsibility for £ 7 m pa.
· Implemented major consolidation and change programme, achieved to plan within 6 months and in budget of £ 1 m.
· Implemented ‘Sales through Service’ culture, process and efficiency improvements reducing cycle time by 70%, together with new systems delivering a 60% improvement in the new customer experience.

RCI EUROPE 1989-1998
Head of Contact Centre Planning (1997-1998)
· Project Director for a major insource consolidation of nine mainland European contact centres.
· Led the project from initial feasibility study into detailed business modelling, country/area,
telecommunications and ACD telephony platform selection.
· Won approval of the business case, which necessitated close liaison with Executive Management of the US
parent. (£ 16.5m saving over 5 years at a cost of £ 2.7m)
· Managed all aspects of the set-up and recruitment for the new 350 man Contact Centre located in Cork and
ongoing direction and management of all sales/service operations.
· Ensured that 350 k existing customers were seamlessly transferred over 15 months and the achievement of
cost savings of £3m pa.
Head of Group Operations (1990-1996)
· Operational responsibility for customer servicing operations in the Europe, Middle East, Africa and India (EMEAI) region.
· Identification of EMEAI countries where demand/growth justified local customer servicing, preparing
business models, appointing key personnel.
· Selection of ACD telephony/telecommunications, processes and system aspects of the customer contact centres both set up and ongoing.
· Opened 9 new centres increasing the number to 13 in the region. many within extremely tight timescales.
· Interim Managing Director, with full responsibility for all aspects of project set-up and ongoing management
for the initial months of new customer contact centres in Moscow, Tel Aviv, Cairo and Madrid.
Head of Group Operations(continued)
· Operations Director, Germany (1992 and 1994)
Operational management of customer contact centre, implementing new motivational programmes and
structure/training changes required for the integration of travel/member sales and services, generating significantly increased customer service levels and 50% increase in travel sales penetration.
Produced major investment case of £ 0.75 m gaining approval for the implementation of a Predictive Dialler and Call Blending environment to be used in call handling.

· Direction of regular operational reviews for all EMEAI customercentres encompassing organisation structure,
productivity and efficiency, ACD telephony management, business penetration and customer/call centre sales and service.

AIRPLUS CHARGE CARD COMPANY LTD 1988-1989
World-wide Operations Manager

THOMAS COOK GROUP LTD 1975-1988
General Manager (1986-1988)
Development Accountant (1983-1986)
Retail Operations Accountant (1980-1983)
Management Accountant (1975-1980)

DENIS RAWLINSON & CO 1970-1975

Education

ACAEW London
Deacons Grammar School Peterborough
Huntingdon Grammar School Huntingdon

Kepnor Tregoe PPA
Midland Bank Accelerated Management Training
LDL Advanced Negotiations and Influencing skills

Skills

Strategic planning and Customer strategy development
Man management and integration of large technical/non technical groups
Comprehensive negotiation skills including cross border capability
Broad understanding and experience of the deregulated Electricity and Gas Supply Industry
Project management skills in planning, supervision and implementation both on-site and remotely
Change Management and advanced communication
Management and dynamic development of major ‘offshore and insource’ initiatives
High performance coaching and motivation with cultural sensitivity
Ability to work under considerable stress and extremely tight time constraints

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