Projects
Secret mission
Business stage: Pre-launch.
Sector: Digital service.
The brief
Create and lead a digital first operating model.
The role
Working on a fractional basis, supporting the internal team to design an operating model that will deliver a digital first low cost-to-serve model. The model has been designed to support the product go live and beyond into a fast growth business. The model includes the recommended organisation design, ways of working, technology, people management as well as KPIs, analytics and the service ethos.
The result
A comprehensive target operating model ready to support go live and growth over the first two years of the business.
Pure Planet
Business stage: Pre-launch.
Sector: Energy.
The brief
To create a digital first, low cost-to-serve focussed operation.
The role
Directing the service experience strategies across all digital channels including an online community, virtual assistants and chat. Then led all insourced and outsourced teams including service, complaints and collections - responsible for 150 people.
The result
Winners of UK and European awards for the digital experiences delivered in this high growth business which went from zero to over 250k customers.
The brief
Support the Exec Team to operationally get ready for high growth.
The role
Deliver an assessment of their current operation - including their team structure, their ways of working, KPIs and performance and their use of technology.
The result
Recommendations to deliver operational readiness for high growth while minimising the cost to serve.
The brief
Create a standardised approach to service via social media and online communities.
The role
Assess the ways of working across community management and social media teams in seven countries. After the assessment stage we designed a standard operating model for Polestar communities to drive improved membership numbers, increase customer engagement and support a digital first, always human service approach.
The result
Documented operating model, including a maturity model, KPIs and training which led to improved performance across all markets.
The brief
Develop and deliver support to the FCA contact centres.
The role
Responsible for workforce planning (WFM), quality assurance (QA), training, change management and the data science resources within the two FCA contact centres. This included redesigning the ways of supporting the service teams to improve operational efficiencies, achieve budgets and improve overall customer satisfaction.
The result
Budgets achieved, performance improvement in terms of ways of
working and use of resources and multiple successful deliveries of replacement contact centre technology.
The brief
Assess the customer experience of the UK digital switchover scheme.
The role
Assess the BBC digital switchover scheme rollout experience for vulnerable consumers. This involved assessing the performance of a number of outsourced BBC suppliers. Enabled process improvements, reduced contact, reduced cost to serve and an improved service experience for those needing support the most.
The result
A very detailed assessment of the current performance and experience together with prioritised recommendations for improvement to the scheme.
The brief
Assess the service delivered by the internal HR team.
The role
Design and deliver an assessment of the service provided to employees by their in-house human resources team. Gather feedback from users of their service and process map customer journeys.
The result
Communicated findings and opportunities to the HR leadership team.