Arlene Sobotker
Auckland,New Zealand
Summary
Proven leader in complex, agile, and fast-paced environments, delivering successful customer and business outcomes. Passionate about developing people through dedicated training programs, methodologies, and tools. Experienced in transforming teams into highly-functioning, engaged groups with improved staff retention and a positive culture. Strong project management and operational leadership skills. Builds effective working relationships at all levels of a business, adapting communication style as needed. Ensures alignment with requirements and collaboratively brings desired outcomes to life.
Overview
27
27
years of professional experience
Work History
Head of Service Performance
Fidelity Life
06.2016 - Current
- In this role I am responsible for the leadership of the Service Performance business unit, comprising of 7 teams and 70 staff, based in Auckland and Wellington
- Improving the service experience for customers and advisers by exceeding our key performance indicators
- Uplifting the capability of the teams by ensuring we have a holistic and tailored training programme in place, supported by consistent ways of working and empowering our people with capability, confidence and accountability
- Ensuring that quality is not compromised, and we have the relevant controls and frameworks in place to manage risks effectively
- Identifying, implementing and supporting projects and initiatives that contribute to enhancing our service proposition
- Providing my leaders and teams with clarity, support and the right environment to achieve our business and personal growth goals
Customer Retention Manager
Fidelity Life
11.2014 - 05.2016
- In this role I was responsible for the development of a Retention programme and the creation of a new team with a dedicated focus on the retention of our existing customers
- Achieving/exceeding the Enterprise retention targets
- Identifying and implementing projects and initiatives that contribute to enhancing our value proposition and support customers with ways to retain their valuable cover
- Providing the team with clarity, support and the right environment to achieve their goals
Business Project Manager
GE Capital
08.2012 - 10.2014
- In this role I was accountable for the delivery of the AML legislative requirements for the Cards division
- Project scope deliverables were delivered on time and budget
- Change was delivered successfully to the business
- Benefits were realised
Project/Engagement Manager
AIA Insurance Ltd
01.2010 - 07.2012
- In this role I was accountable for the delivery of multiple Product releases as well as three workstreams of a Programme to deliver multiple application systems for the Operations division
- I had to ensure that the project plan was agreed, and achievable, manage team members and Stakeholders to ensure deliverables remained on track, and the project objectives around time / cost and scope were met
- To assist with successful delivery I assumed responsibility for the Engagement (change management) workstream for the Programme
- This required me to manage all aspects of change management which included identifying impacted areas (People, Process, Technology) and ensuring that the business stakeholders understood the impact, and had associated transition plans to deal with the change
- Working with individual stakeholders I facilitated the identification of Risk and Issue artefacts and then co-ordinated the prioritisation and associated treatment plans to ensure minimal business impact across multiple business areas
- I took accountability for the co-ordination and facilitation of the development and delivery of the communication and training plan across the organization
Existing Business Manager
AIA Insurance Ltd
01.2004 - 01.2010
- In this role I was responsible for ensuring that all aspects of the maintenance and retention of the in-force book of business were managed
- During this period, I was also called upon to provide management support to two of the other teams in the Operations division that were struggling to meet service levels and were experiencing staff engagement issues
- I had to ensure that service levels were always met or exceeded, staff engagement and productivity levels were high, best practice, efficient business processes were in place and regular audits outcomes were favourable
- I took accountability for a number of the process and system improvement projects that impacted my department
New Business Account Manager
AIA Insurance Ltd
01.2003 - 01.2004
Customer Administration Manager
M-Web (ISP)
01.1999 - 01.2002
Assistant Claims Manager
Norwich Life
01.1998 - 01.1999
Skills
- Leadership
- Developing teams
- Project Management
- Stakeholder Management
References
References are available on request.
Timeline
Head of Service Performance
Fidelity Life
06.2016 - Current
Customer Retention Manager
Fidelity Life
11.2014 - 05.2016
Business Project Manager
GE Capital
08.2012 - 10.2014
Project/Engagement Manager
AIA Insurance Ltd
01.2010 - 07.2012
Existing Business Manager
AIA Insurance Ltd
01.2004 - 01.2010
New Business Account Manager
AIA Insurance Ltd
01.2003 - 01.2004
Customer Administration Manager
M-Web (ISP)
01.1999 - 01.2002
Assistant Claims Manager
Norwich Life
01.1998 - 01.1999
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