My Experience.
Operations Manager - Customer Service @ B/S/H Home Appliances Australia
AUG 2018 – DEC 2019
• Key leadership role steering 3 teams across Australia and United Kingdom providing customer service and full aftersales support for home appliances under all 4 B/S/H brands - Bosch, Siemens, Neff & Gaggenau.
• Strategic operations and workforce planning.
• Support & drive business development to transform customer service from a reactive area to a thriving effective, productive & proactive department.
• Recruitment, selection and onboarding of new team members.
• Develop and drive initiatives to empower team members, maintain engagement & performance.
• Act as a penultimate escalation point for customer complaints on technical or commercial difficulties from all departments & customers, both internal and external.
• Steer overseas support call centre (UK) achieving maximum efficiency in both locations.
• Manage third level complaints / liaison team in an effective manner, balancing customer requirements and cost implications.
• Demonstrate adherence to company procedures and policies proactively supporting them.
• Lead and manage direct reports, coaching and developing supervisors.
• Effective and efficient information flow with other departments and stakeholders.
• Be an integral part of the Customer Service department, actively supporting the development and implementation of processes and structures across all other teams in order to achieve the best in class service for the department.
• Project management, managing contractors, vendors and suppliers to plans and deadlines.
• Assisting with designing, developing and delivering training, including succession planning.
• Effective change management to gain buy in from relevant stakeholders and implement change efficiently.
• Continuous analysis of all reporting and data available for the past and forecasting short, medium and long term. Including development of reporting.• Contract management with suppliers and vendors.
• Ability to work in a fast paced environment while meeting reporting and project deadlines.
• Maintain knowledge of best practice in contact centre industry, understand state of the art technology and processes to optimize the department.
Customer Interaction Supervisor @ B/S/H Home Appliances Australia
MARCH 2016 – AUG 2018
• Constantly review, develop and implement internal process.
• Strategic development of customer service process and plans to transform department to a thriving proactive environment.
• Optimise efficiency and removal of waste by utilising technology and creating leaner process’.
• Lead and manage direct reports.
• Recruitment & training of new hires including for temporary positions.
• Analysing, developing and implementing training plans.
• Provide excellent Customer Service to all BSH customers.
• Be a central point of contact for all After Sales Service customer/retailer and internal employee enquiries with Customer Service environment.
• Ensure that all tasks performed adhere to SLA and are in line with strategic plans.
• Ensure effective and efficient information flow with other departments and stakeholders for all Customer Service processes.
• Relationship management with overseas sites, external retailers & suppliers including recruitment consultants, service agents etc.
• Capacity planning across two sites in Australia and United Kingdom.
• Maintain statistical reporting to manage performance based on KPI.
MAY 2015 - MARCH 2016 – TRAVELLING & TEMPORARY POSITIONS.
Service Desk Manager – IBM Ireland
JUL 2012 – MAY 2015
In my role as Service Desk Manager in IBM, I lead and managed a team of team leaders & agents who provide outsourced first level service desk & other IT functions for multiple B2B accounts & customers across a number of countries. I successfully drove a number of process and cost efficiencies while maintaining SLAs and customer satisfaction. I ran many projects to improve the service to my customers, make our process more efficient and cost effective; one example was to make ticket logging more efficient. This resulted in a reduction of average handling time from 14 minutes to 11 minutes achieving one FTE cost reduction.
• Develop, coach and mentor local and remote team members to achieve team & account goals.
• Recruitment, development and management of team members.
• Team & SLA performance management including cost & budget control.
• Customer/Client relationship management.
• To identify & drive continual improvement including cost and process efficiencies.
• Coordinate, assist, develop and aid the deployment of call center resources, tools and procedures.
• Regular reporting and presentation to clients and internal executives.
• Coordinate and communicate with many stakeholders within IBM including back office / overseas teams.
• Disaster recovery & business continuity planning & testing.
Human Resources Manager – Manpower Ireland for IBM Ireland
MAY 2011 – JUL 2012
As HR productivity manager on site with IBM, my primary focus was to execute delivery of HR services in line with SLAs. Along with 1 other colleague, we set up a task force to increase the average length of service of our employees during a hiring freeze period. After analysis of reasons for leaving we came up with a number of initiatives, which increased the average length of service by 3 months after 6 months. Some of my other tasks were:
• Recruitment & Selection; Performance Management; Training & Development.
• Compensation & benefit, employee relations, communications and change management.
• Advising and coordinating all ER and IR matters in line with best practice, company procedures and employment legislation.
• Collaborating effectively with client to support the development of the delivery centre.
• Overseeing performance management and attendance management process.
• Consulting on the salary review process for new hires, promotions, annual increments and bonus.
• Implementing HR practice and policy in line with best practice and business needs.
• Engaging with team, individuals and management to support them in achieving their objectives.
• Organisational Change, TUPE and Redundancy.
Contact Centre Manager / Reception & Administration team manager @ Quinn Insurance
MAR 2010 – SEPT 2010
• Managing a team of 16 agents I was the main administrator for the telephony systems in the claims department.
• To administer all claims agents (400) telephone profiles & team lines on Nortel web symposium, contact manager & contact recorder. Complete all ad-hoc telephony tasks for the claims department.
• Ensure the thousands of contacts the team received per week were actioned and forwarded accordingly.
• To ensure continued outstanding customer service on the team. Fast paced problem solving.
• To complete weekly & ad-hoc reports for senior management.
• To coordinate IVR changes with our Telecoms / IT department.
• To act as a point of contact for our outsourced out of hours call centre
Claims Notifications dept. Assistant Manager @ Quinn Insurance
AUG 2007 – MAR 2010
• Ensure all calls/correspondence indemnity issues / queries were answered within SLAs.
• Ensure positive customer satisfaction was being achieved.
• Update daily records, file and claims management.
• Staff management of my assigned 13 notification agents & 55 shared agents during shift rotation.
Team Leader – Claims Department – Quinn Insurance
OCT 2006 – AUG 2007
• Lead a team of 8 claim handlers. To support, mentor and motivate team.
• Action claim problems / escalations. To organise and manage team workload.
• To advance all claims to a successful and speedy conclusion.