Tay Glozier

- Budget management: Approx. $12m OPEX cost base covering all aspects of lounge service including 3rd party contractors.

- Customer Satisfaction: Attaining and exceeding a Customer Satisfaction score of 86% across all lounges.

- Leadership: 6 direct reports including three people leaders. Influence and motivate a workforce across 11 remote locations being geographically challenged to deliver aligned goals. Approx. 170 third party catering and cleaning contractors

- Lounge Development Programme: Operations Lead in successfully delivering 5 Regional Lounges and 5 temporary lounges.

- Other key outputs: Re-opened 4 sites in Australia post Covid. Role expanded in 2020 to include Pacific Island Lounges

- Engagement and Leadership: 110 Direct Reports brought into a temporary Contact Centre environment to assist with the response to cancellations, credits, and refunds. Motivating a temporary workforce whose substantive roles are outside the Contact Centre and, also affected by COVID.

- Customer Satisfaction: Keeping the customer at the core during challenging times where expectations of refunds do not match the organisation’s credit policy.

- Training: Provided training, including coaching, and developing an eclectic team of employees, many of whom have not had experience in contact centre environments.

- Review Disrupt Refreshment vouchers: make recommendation and provide business case proposal with cost savings initiative. Endorsed by GM and implemented

- Review Road transport: make recommendations and provide business case proposal and explore cost saving opportunities

- Review Travel Alliance: engaged with Procurement and Travel Alliance to build on a better communication with our contractor partners

- Leadership: 3 direct reports, 15 third party catering and cleaning contractors on day of operations

- Customer Satisfaction: Delivering Customer Satisfaction score of 87% for International lounge.

- Key outputs: Lounge Access SME for lounges, H&S Wellbeing Representative

- Facilitation: Facilitated virtual, in-person and blended learning sessions, including soft skills training to supervisor and manager level.

- Customer Satisfaction: Engage with Senior leaders, to identify development opportunities and understand ‘the need’ to develop training plans, design and deliver to align with business initiatives and for staff retention. Induction training for 3500 employees across all levels.

- Other key outputs: Management of Front of House modern apprenticeship programme - 100% success rate for all apprentices moving into a F&B management role. Introduced NZQA Level 3, F&B training programme.