Erika Gleave

• Operations Manager role entails the effective running of 12 resorts, which are located throughout the Country
• Developed and then rolled out HR policy and procedure to all resorts
• Supervised operations staff and kept employees compliant with company policies and procedures.
• Implemented an H&S system for all resorts, carrying out site visits and audits, along with extensive training of the resort management teams and safety representatives
• Management of the Resort Operations Team, an administrative team that looks after all Member calls, Inventory levels, and reporting
• Instigated the change to Xero Accounting software and a new payroll system
• Managing long term maintenance plans and capital improvement plans for resorts
• Attending AGM and Committee meetings for all resorts, drafting reports and minutes for each meeting
• Working with external contractors and project teams with regards to projects.
• Cultivated and strengthened lasting client relationships using strong issue resolution and dynamic communication skills.
• Chaired weekly meetings with executive leadership to identify opportunities for improvement, establish milestones, and tailor products to individual markets.
• Managed budgets, financial forecasts, and resource allocation to ensure achievement of organizational goals.
• Participated in team projects, demonstrating an ability to work collaboratively and effectively.
• Strengthened communication skills through regular interactions with others.
• Excellent communication skills, both verbal and written.

• Management of the day-to-day operation of the multi-channel telephone, email and digital student registration and enquiry contact centre to ensure key business targets were met

Key Achievements:

• Implementation of a new outbound campaign team, which required the recruitment of a team of 24 outbound sales staff
• The team were set a target to improve on a 'Decision Maker Contact' (DMC) rate of %34 performed previously by outsourcers. Once in place the Team achieved a DMC rate of %45 at the end of the 2013 Undergraduate campaign which enabled me to extend their contract. This increased to a %64 DMC by the end of 2014
• Coordination with marketing to ensure the data was provided to contact students who have shown interest in studying with The Open University
• Implementation and management of Social Network within Student Registrations - this included Twitter and Facebook
• To manage, lead and motivate c.156 staff in Manchester site, whilst supporting 2 centre managers at Milton Keynes and Nottingham sites in their absence
• Management of the University Enquirer Advice Team, a specialist team were an advice team who work toward a learning matrix
• Responsible for all aspects of health and safety, staff recruitment, induction, training, and development of all staff in the office
• Working closely with Unit Heads from Financial Service, Fees Support to ensure the student journey is as smooth as possible.

• Manage a contact centre team of 42 Fte, answering 'off peak' an average of 7500 calls, 4000 emails along with 1000+ Chats per week, we also dealt with Facebook, Twitter, and Instagram
• Involvement with projects ranging from the launch of websites to improving processes for the Contract Centre
• LEAN Methodology to improve processes and deliver training
• Implementation of CHAT/Email and Tweet Deck within Customer Services
• Lead in deploying Telesales within Customer Service Centre
• Managing KPI's and ensuring coaching and developing plans are in place
• Project Manager for the integration of new retail business into Customer Services, this included implementing new processes and procedure
• Managing the Design/Marketing/IT/photography Departments along with external clients to ensure the deadline for delivery was met
• Reviewing Contact Centre Processes to ensure that all customer service processes are efficient and meet customer expectation
• Implementation and embedding of service improvements
• Project Management of IT initiatives including, CRM systems, Email Management, and telesales within the Contact Centre
• Responsible for Recruitment/People development and training.

• Responsible for the operation management and support for 18 locations with 172 FTE in a face-to-face customer service/Library /Contact Centre with 6 direct reports
• Successfully reducing employee absence rate from 10.2FTE per year to 4.2FTE by improving communication channels and encouraging employees to participate in a structured approach to an 'Open and honest' workplace
• Established forecasting and resource planning to ensure that resource was matching business requirements
• Established Performance Management programme including rewriting job descriptions and performance management documentation including implementing grade structure to enable progression
• Implemented a Change Management Process to manage change and communication between the client and contact centre
• Implemented a training programme and schedule for all service training and statutory training
• Lead in recruitment process for Councils Customer Access restructure
• Initiating and creating a new online customer newsletter which resulted in a reduction of emails received by 52%
• Prior to the change, 85% transactions were Revenues, Benefits and Housing. After 2 years, a further 7 services were added including the National Pilot for 'Tell Us Once' and the delivery of 'Blue Badge' which resulted in a savings of £450k including a reduction in 4FTE.
• Evaluated employee performance and conveyed constructive feedback to improve skills.

• Responsible for delivering improved Customer Processes for the retail network along with managing the business-as-usual KPIs and activity for ATMs and IDM's
• Evaluating current procedures and systems to identify what areas of the business needed improving and subsequently implementing new service projects; this provided a standard for customer service across the whole of HBOS' 1000 branches within the UK
• Met project deadlines without sacrificing build quality or workplace safety.
• Managed projects from procurement to commission.
• Developed and initiated projects, managed costs, and monitored performance.
• Overseeing and managing implementation of a review of 1000 Cash Advance Systems within all HBOS Branches throughout the UK
• Effectively managed scope creep by establishing clear boundaries on requested changes while keeping projects aligned with original objectives and budgets.
• Improving the Immediate Fraud Process by redeveloping the front end and back office reducing the process from 4 weeks to a 1-hour process for any claim under £300
• Branch direct' a project to embed branch calling for customers ensuring that all branches meet their KPI's and call targets.
• Scheduled and facilitated meetings between project stakeholders to discuss deliverables, schedules and conflicts.

• Responsible for the maintenance and updates to an online retail newspaper
• This included liaising with all departments/services to ensure that all sales and service campaigns were up-to-date and met requirements.

• Supporting the Head of Service Improvements, the role was to coordinate team meetings and communications.

• Branch Manager in varied locations mainly at Branches that were under performing or had employee issues
• I was tasked with improving staff morale and service
• Overseeing and managing the day-to-day operations of a busy branch as well as managing an onsite all team delivering £2.6 million in Completed Personal Loans Restructured the Customer Service Centre reducing staff by 25%
• Assessed employee performance and developed improvement plans.
• Enhanced staff competency with regular training sessions, boosting productivity levels across the branch operations.
• Complied with regulatory guidelines and requirements.
• Leading, managing and motivating a team, of c 36 employees and playing a key role in the sourcing, interviewing and recruitment of employees for various departments
• Responsible for the management of 26 sales targets and communicating these effectively to each team
• Complaint Manager responsible for all branch complaints, feedback to customers/colleagues including monthly reports regarding complaint and recommending initiatives to reduce, either by training/coaching/feedback to product teams.
• Analyzed business processes to identify cost savings and operational efficiencies.