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Customer Contact Centre Director Head Manager Operational St

Customer Contact Centre Director Head Manager Operational St

Work Experience

Jamie has twenty-two years international experience within the Contact Centre, Consulting, Customer Management and Interim industries. He has worked in a variety of sectors, including Telecommunications, Insurance, Banking, Not for Profit, IT, Outsourcing and Utilities. He has established many start-up operations and overseen major change-management programmes for globally recognised organisations and SMEs.

He complements his strong strategic and tactical planning with accountability for ownership of delivery. He has managed operations incorporating various disciplines, multi-channel service, sales and marketing, help-desks, claims and outsourcing, to name a few. Whilst very results oriented his focus has always been on achieving sustained growth and proposition viability in the longer term, be it profit or cost oriented.

During this time, Jamie implemented many bespoke software integration packages and major branded contact management programmes writing his own resource management and management information statistics capture programmes in Visual Basic for use with various contact centre technologies.

He returned to the UK in 1994 joining the telecom division of the ITT Group where he set up their first call centre and increased pipeline by 1,000% generating new business equivalent to 100% of previous annual turnover.

Jamie then joined Telebusiness Partners to utilise his knowledge of telebusiness, particularly new set-ups and the inherent culture change, and in people/systems integration. Projects included implementing, project managing and developing a customer service centre for Essex & Suffolk Water (ESW), rationalised, implemented and project managed the introduction of a new lead-generation outbound call centre at Western Provident Association (WPA). Reviewed systems, management information capability and agent utilisation at Thomson Tour Operators and managed Sedgwick Noble Lowndes recruitment of specialist healthcare advisers.

Performance Management is also an area of strength. Most clients benefit from his unique hands-on coaching, mentoring, training and leadership approach. All clients reap further dividends outside of the immediate and measurable return on initial investment in the form of Skills Transfer. Having worked both sides of the Consultancy/Interim marketplace, he appreciates the vacuum effect felt when external resource projects end.

An accomplished public speaker and presenter, Jamie has the requisite industry knowledge and experience to afford him the confidence and more importantly, the credibility, to influence others, to facilitate change and to lead by example. Highly motivated and ambitious to succeed at all he can encompass, he is a true believer in success through others. His professionalism is derived from meticulous attention to detail and his immersion to the cultural requirements of every aspect of his remit using the ‘No two assignments are the same’ philosophy.

His approach is one of discovery, identification, understanding, appreciation, objectivity and education. A thorough audit will encompass the Strategy, Infrastructure, Systems, Processes, People and their Management, the Customer / Client, the Supply Chain, Stake/Share Holders along with the Environment. This enables the facilitation to specify, where you are now against where you would like to be and the all-important, how to get there. He will help all participants to visualise what is success and will determine goals for future growth.

His clients include Allied Dunbar, BUPA, Coutts Bank, Pearl Assurance, Legal & General, Stalwart Assurance, Irish Trade Board, Swale Housing Association, France Telecom & Mobilix A/S (Danish Mobile).

Jamie has also worked with Pell & Bales as a Director then at Lexion as a Management Consultant offering expertise to NTL on an e-enablement project. At Lloyds TSB on the strategic development of managing complaints handling protocols and with Arjo Wiggins Appleton on a Europe-wide CRM strategy, while reengineering their existing processes and business practices. He also helped Henry Schein Inc. the global US pharmaceutical Mail Order Company rationalise their strategic and operational business plans for their UK and Eire contact centres, their European technology plans and their UK people and processes.

At One.Tel Ltd as the Head of UK Customer Services (interim), he reduced call abandon rates from 65% to 2% over a 5-month period and improved staff attendance by 50% and staff retention levels by 40%. He also wrote a two-year business plan for the call centre and increased the size of the centre by 250% by implementing a new recruitment procedure and mapping out future telephony and resourcing requirements.

Since then Jamie has worked as an Interim Manager for Fuller Peiser launching a new dotcom – Spacebuster.com. ITS, the US technology giant, Barclays Insurance Services as Planning Analyst, AXA UK as Planning Manager, Quantum TM as Operations Manager and then as Service Design Manager at T-Mobile UK. At Barclaycard International, he was the Management Information & Performance Manager and then 16-months with Autoglass as Head of Customer Contact Centre leading major change. 3-months with Best Deal Insurance conducting an operational and strategic audit as Call Centre Manager followed by another 3-months in Turkey as the Interim Global Planning Consultant for Turkcell operations Global Bilgi.
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Twenty-two years proven international Leadership, Operational & Strategic Management Experience across Customer Management and Contact Centre arenas with accomplishments in a diverse range of complex and fast moving client and consultancy environments. From strategic initiation to tactical planning, design, execution, production to deployment through people and post implementation. With vision and gravitas affording the ability to deliver blue sky models to hands-on operational excellence via roadmaps and critical path milestones in budget, on time, every time having overseen many major change-management programmes for globally recognised organisations across a broad spectrum of industries. All delivered through people engagement.

Turkcell – Global Bilgi – Istanbul – Interim Planning & Performance Consultant – Reporting to Global FD
Helped recently voted “Europe’s Best Biggest Call Centre” and International Outsourcer reengineer its customer experience model to a balanced cost to serve model with detailed roadmaps and recommendations for strategic and tactical change to hit shareholder and stakeholder profitability targets across all segments post detailed audit of Central Planning and Mass Segment Operations. Led team of 20 to deliver financial efficiency and operational excellence across HR, Planning and Operations with new processes and resource management models
Achievements over 3 months:
• 3-month assignment conducting audit of the HR, Finance, Technology and Operational environment of Turkey’s number-1, award winning, mobile operator with over 20M customers, 11 sites and over 500 retail outlets/kiosks
• Challenges were shareholder value, operational efficiency, organisational development, financial reporting along with resource management, HR strategies, IT, processes and customer experience and segmentation
• Reviewed each operational site and business unit conducting detailed interviews, reviewing technologies, employee engagement, customer experience, organisational structure, business and resource planning
• Produced detailed departmentalised reports with over 260 specific recommendations for Board of Directors covering Strategy and Infrastructure, Operations by site, unit and job function, HR, Finance and Planning, IT, Customer Experience and Marketing, Facilities, Recruitment, Training, Special Projects such as Channel Management and use of non-voice channels and FTE modelling
• Working with operational budgets of €300M, focusing on Mass Segment of €75M identifying savings of €5M year one for optimised Resource Planning and further improvement in financial efficiency of €2M with changes to strategy and infrastructure – Segmentation of customers and treatments - 5,400 seats and 8,000 FTE

Best Deal Insurance – Northants – Interim Head of Sales & Service
Delivered a major change plan for UK number-1 online insurer (advice only broker) with detailed documentation, roadmaps, departmentalised findings and recommendations. 120 FTE operations including Sales, Service, Back Office and Estate Branch/Retail offices
Achievements over 3 months:
• 3-month assignment conducting audit of the UK number-1 online insurance broker
• Challenges were under-performance, organisational structure, CRM (cross/up selling), customer experience, lead generation and management, conversion, development, mismanagement, strategy, org structure, recruitment, training, processes, systems, data, MI, compliance, pre/post sales process and service, applications, on-risk, underwriting, CRM and conversion
• Managed all operational businesses incorporating Sales, MI, HR, Recruitment, Resource Management, Admin, Back Office, Comms, Planning and CCC Technologies
• Also undertook the recruitment and assessment of HR Manager, Training, IT
• Underperformance through lack of management and some recent displacement as well as a lack of training, development and a vacuum of leadership
• Produced detailed departmental audit with recommendations that started to be implemented around team and org structure, training, quality, productivity, recruitment and viability for executive decision making – covering strategy, infrastructure, processes, people, management – phased infrastructure and reorganisation plans delivering change for the better whilst improving key performance indicators and reducing overall costs

Autoglass, Bedfordshire – Interim Head of Customer Contact – Reporting to Board (MD, CSD, FD)
Projects included reengineering HR processes, Staff Turnover, Recruitment, Resource Planning, Teleworking, Facilities, Revenue Generation, Org Structure, Profit Protection Plan, Regeneration and Retentions, Business Continuity, Online Channels and overall Contact Strategy (Sales/Service/BO) at an Operational & Strategic level
Achievements over 16 months:
• Developed and delivered strategies and tactics that enhanced customer experience, delivered record profits, turnover and SLAs. Optimised workforce, org structure (front & back office), systems and processes. 146 retail branches, mobile, transient operations and 400 head contact centre with Profitability budgets of £127M
• Initially a 3-month assignment to help deliver
o a rapid 40% Headcount and FTE Increase across all Customer Contact points
o engender can-do culture within Management of CCC from ‘can’t do that’ sighting location, population, facilities, skills, reward, recognition, development and ‘It’s what we’ve always done’
o deliver solutions to increase capacity within limited facilities due to organic growth
o reduce 43% staff turnover by overhaul of recruit, reward, retain and retrain
o reduce from 12% to 4% the measured and actual abandoned rate without negative cost impact
o reduce overall base cost whilst increasing conversion rates and sales values – optimise business
o achieve all SLAs year round – through peaks and troughs with seasonal swings of +/- 40%
• Given responsibility of the Central Support and back office teams with P&L, HR, MI, Recruitment, Resource Management, Admin, Comms, Planning and CCC Technologies ownership
• Underperforming team with no management, fragile from cyclical displacement compounded by lack of training, development and ownership – the blame team in that everything is their fault [sic]. Overcame with leadership, coaching, performance management, training and ownership of high profile projects/successes
• Changed recruitment, induction and training processes from facilities to people achieving record headcount increase in Autoglass history (seasonal swing +/- 40%). Handled all senior & middle management recruitment
• Wrote Departmental Tactical Plans for each unit incorporating people, systems and processes with objectives and dated milestones measured and non-delivery challenged
• Project managed cross-business managers to sell Teleworking (home-workers) for a business that had reached seating capacity 2 years prior. Implemented plan whilst managing entire portfolio of responsibilities from supplier management, technology definition, recruitment, induction, training, contracts, site surveys – in short introduced the first Autoglass worldwide Teleworking Team (will expand due to success)
• Took £2M off the bottom line cost by changing the existing schedule and rota which was convoluted and not customer centric and owning overtime by utilising it where needed
• Abandoned rate at sub 4% since my arrival and staff turnover sub 25%
• Sales value and conversion both increased – a major plan rolled out for major impact
• As these targets were achieved in short timescales my skills were then utilised in a much broader arena and was given overall responsibility of Customer Contact across all channels to plan major TV and Radio campaigns maximising all resources on/offsite, segmenting entire customer base
• Produced detailed impact assessments on cost, FTE, quality, productivity, training, recruitment and viability for executive decision making with phased infrastructure and org plans delivering change for the better whilst improving key performance indicators and reducing overall costs
• Achieved another Autoglass first with a sub 4% Q1 abandon rate well within budget and achieving other SLAs and introducing other departmental changes (displacement and retrain)

Barclaycard International, Northants – Interim Operational Performance & Planning Manager
Multiple projects targeted at delivering new Customer Experience strategy with segmentation, channels and portals for Sales and Service across Barclays Group and a new Global MI Pack for Barclays Group Board
Achievements over 6 months:
• Short-term assignment extended to direct MI across globe for single look, local feel, easily computable and readily available Management Information Pack, responsible for collating and presenting P&L data globally
• Implemented a single page document with a view to how data is processed from front-line to Barclays Group Plc and how best to interpret and manage. Implemented a single page process map of how costs are attributed to central and remote business units within the internal supplier model
• Designed first business wide Customer Experience Strategy – an interactive online programme with scenarios and detailed impact assessments on cost, FTE, quality, productivity, training, recruitment and viability
• Instilled an ethos of putting the customer (internal and external) first – Customer Centricity
• Worked on a number of strategic programmes looking at viability in terms of business model, operating costs and benchmarking against business units within the Barclays Group
• Also took on the role of Internal Supplier Manager for IT to help improve supplier relationship and shave costs whilst implementing new SLAs for new IT projects for Sales and Service

T-Mobile UK – Herts. – Interim Service Design Manager
Responsible for the design of world class Sales and Service Customer Experience for 4,500 CSAs, web, retail, direct & indirect sales, wholesale MVNO (Virgin/Sainsbury etc), 16million UK customers and led team responsible for providing project management, technology and knowledge solutions to internal and external customers
Achievements over 11 months:
• Revamped Authors/owners of Merlin, the intranet Knowledge source for T-Mobile UK. Used for Agent and Corporate knowledge, Operational Processes and step-by-step guides on managing customer queries relating to over 6,000 new and reengineered processes and procedures
• Managed 30 analysts responsible for writing, testing and implementing all new processes and procedures relating to all launches and changes into operation, the business and the customer covering all channels. This incorporated Price Plans & Propositions, Systems Solution Design, Business, Data, Products, Content & Messaging, Knowledge Management, Web, Intranet Development, Process & Procedure Efficiency and Comms
• Produced detailed impact assessments on cost, FTE, quality, productivity, training, recruitment and viability for executive decision making
• Instilled an ethos of putting the customer (internal and external) first – Customer Centricity and Agent Centricity methodology was tantamount to everything we did
• Managed growth of team from 19 to 30 at a time of major reorganisation, restructure and redundancies. Maximised productivity and implemented a performance management culture not evident within unit for some time (multiple assessments from senior management)
• Inherited a de-motivated, dysfunctional and demoralised team whose average tenure was 7 years and had seen major change through shareholder value schemes and major cost reductions in employee benefits. Went through difficult motivation and management cycle, implementing new initiatives including structured PD and mentoring plans
• Actively managed performance, reduced unmanaged but increased managed attrition through key performance objectives. Audited SD with findings, recommendations, strengths, weaknesses with risks covering strategy, infrastructure, systems, processes, people, delivery
• Produced a definitive roadmap to enable CS Ops Support to meet the next level of strategic objectives and major challenges planned for 2006 through to 2010. This entailed a concerted effort to change the actual and perceptual viewpoint of the business that SD was lethargic, uninterested, self-centred and an unmanageable unit in to a highly regarded Centre Of Excellence over a short time period of 6-months
• Made executive decisions on numerous issues that created, generated, recovered or saved the business well in excess of £10 Million over and above my remit
• Attracted internal Hot-Talent to come join the revolution – The phrase all roads lead through Service Design was coined as any and all changes must pass through Service Design prior to implementation and this gave ample opportunity for individuals to shine in front of the whole business whether it was being a part of an award winning product launch to ensuring international advertising initiatives went without a glitch

Quantum TM, Reading – Interim Head of Operations, HR & IT
Tasked by number-1 EMEA Telemarketing Outsourcer (IT vertical) with clients such as IBM, Microsoft, Veritas, C&W, Unisys, HP and Adobe, in 12-languages to spearhead its expansion plans. Responsible for all client delivery, service design and infrastructure and doubling successfully organic (300 FTE) and revenue growth
Achievements over 6 months:
• Revamped Organisational structure, quality, productivity, training and performance management for 150 FTE conducting outbound and inbound calls to EMEA in 12 languages whilst managing growth of the Operation from 70 to 175 seats, changing the technology, environment and structure to optimise return on investment
• Conducted thorough audit of all departments stating strengths, weaknesses, recommendations and all risks
• Produced business plan for next level of growth planned for May 2005 of 250 seats – since delivered
• Identified definitive resource, forecasting and contingency for all Operational, HR and IT functions
• Utilised existing MIS and standard audit practices to supply numerous operational scenarios
• Mentor training given to Team Leaders and implemented personal developments plans for all employees
• Reduced annual budget within the operations department by 50% in salary, overtime and ex-gratis payments by the re-alignment of existing resource and working practices (used to fund organic headcount growth)
• On Exec Team for general management of business including Business Development
• Re-engineered and Documented new processes and established new Training Department and Quality Control Unit which mapped complete life cycle of customer experience
• Oversaw last 3-months of the company returning their biggest turnover in their 5 year history

AXA UK – Lancs. – Interim Planning Manager AXA & Interim Operations Manager for RAC Call Centre
Responsible for designing resource plan and implementing eWFM with operational and financial efficiency KPIs
Achievements over 7 months:
• Provided expertise and produced a definitive 3-year budget and operational roadmap for all the AXA Direct Sales call centres and for the joint venture (virtual) RAC Sales call centre including mobile units – 1,000 FTE
• Produced resource, forecast and traffic analysis plans for all the AXA Direct call centres and for the joint venture RAC Call Centre utilising existing MI to supply numerous operational scenarios
• Took on additional responsibilities – profiling / interviewing Call Centre Manager, Team Leaders, Planning Managers and Planning Team applicants. Managed the RAC Call Centre as an interim
• Produced analysis on numerous outbound calling diallers for potential outbound campaigns
• Wrote bespoke resource management programmes in VB used in the first instance but also alongside eWFM, which was being implemented AXA wide
• Conducted confidential studies on rationalising the UK Sales operation and on amalgamating all of Retail Sales and Service. Also involved in Union discussions on rationalisation studies
• Reduced annual budget within the RAC Call Centre by over £2M in salary, overtime and ex-gratis payments by the re-alignment of existing resource
• Reduced the annual budget within the AXA Direct Call Centre by over £1M in salary, overtime and ex-gratis payments by the re-alignment of existing resource

One.Tel - London – Interim UK Customer Service Manager
Managed Sales and Service whilst relocating site and delivering organic and base revenue growth
Achievements over 6 months:
• Helped generate customer management plan to grow revenue from existing base via portfolio diversification
• Delivered record revenue growth and customer retention
• Reduced abandon call rates from 65% to 2% with bespoke resource management tools
• Increased staff retention rates by 40% and staff attendance by 50%
• Revamped processes and procedures to aid segmented customer strategies and cost to serve
• Implemented bespoke resource management plan reducing cost, improving utilisation & customer satisfaction
• Moved from a 80 seat operation with 150 FTE to 300 seats and 500 FTE seamlessly


Education

BCom - Ryerson University
Toronto Canada

Skills

Leader, strategist, operational, P&L, Planner, Sales, Service

Languages

English
Gujarati

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