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Luke Henderson

Luke Henderson

Customer Service Manager

Brightside Group plc

Customer Service Manager at Brightside Group plc

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Brightside Group plc

Customer Service Manager

Operational Manager of Bridge (eCommerce and Affinity Partnerships) call centre. Our Customer Service operation delivers customer support during and post policy.

Career medium 05
Career

Brightside Group plc

Call Centre Operations Manager

Call Centre Manager for eInsurance Customer Services

brightsidegroup plc

Manager

Customer Service Manager for Ecar Insurance
- Managing Team to achieve customer service targets
- Providing coaching and feedback
- Delivering Business KPIs
- Managing Workflow Queues
- Working with wider business to improve customer service delivery
- Decemeber 2012 - Implemented creation of CS Technical team circa. 6FTE. Responsible for workflows, developement of staff and ongoing KPI performance

Career medium 01
Career
Career medium 02

Royal Bank of Scotland

Academy Team Manager

- Responsible for 25 FTE of new entrants to lending environment
- Responsible for 3.5 FTE of Academy Coaches
- Responsible for 1 Step up Team Leader
- Achieved 110% of loan target in Q2 and all sales step targets achieved in academy
- Drawdown at 0.90% for Q2 and on track to hit higher 'established team' targets
- Coaches fully trained to help support team
- Drawdown champion has been set up to support and overview the whole piece.
- Call Quality right first time improved from 50% (April) to 67% (June)
- Call Observations scores above 95% target
- Critical defects reduced from 9.09% (April) to 3.85% (May). Academy target 5%
- Focused on creating a culture of Helpful Banking behaviours and delivering an excellent level of customer service through observation, coaching and feedback - Team CSI 90%
- Currently following and implementing the Call Centre DSH customer complaints model clear understanding of the process and our requirements.
- Resource management to meeting requirements for Side by Side coaching and class room call listening, delivery of classroom training and breakout sessions. I am accountable for delivering enough coaches to support the team without effecting service levels and other conflicting targets.
- Accountable for team ACE controls and ACET checklists, have managed all action lines to completion and clearly understand the importance of sharing findings with the whole team and not just individuals to make sure everyone has a clear understanding. All Checklists and action plans delivered on time.
- Provide coaching development for the coaches and Step up team leader. PDPs set up in development areas and are reviewed on a monthly basis in 121s. I undertake observations and provide feedback on areas such as 121s, huddles and delivering feedback. I spend time nurturing my coaches so they have the tools and skills to deliver for me and the team and have a succession plan in place to support the future.

Career

NatWest Bank

Branch Manager

- Led a team of 11 FTE in branch environment working towards a balanced business scorecard.
- Managed sales pipeline to deliver targets, I focused on removing barriers so shortfall areas could flourish and grow to deliver further income streams.
- Main Banking growth 2.2% (above target)
- Deposit balances at 100%
- Managed Indirect income and the delivery of protection products to customers, set up weekly check-ins with FPM to support coaching and development of staff and used my knowledge of protection products to share best practices and support sales and pipeline generation.
- Managed Service by Meeting customer's needs and expectations through engaging the team. Making sure the business is adequately resourced and that the whole team took ownership to deliver on target. Focus on offering different ways to bank for customers who didn’t want to queue - 100% of CDM (automated pay-in) usage delivery end of 2011.
- Requirement to be agile and able to flex into different roles when issues arise, short staffed or to deliver our service levels.
- Managed Control by quickly learning control processes in branch to deliver a strong environment. Daily checks and entry/exit procedures fully undertaken and shared between the team. Used experienced people to help drive and maintain required levels of control.
- Clear understanding of managing absence and understood the importance of reducing levels of absence in a customer facing environment. Absence levels hit target end of 2011.
- Build relationships with key stakeholders to maximise business success.
Set clear expectations for line reports, helping them to understand how they can affect their business and measure success. Understanding that certain reports have different focus areas this means expectations should be set with different priority levels.
- Successful passed ICOB related tests and assessments.

Career medium 04
Career
Career medium 01

Royal Bank of Scotland

Senior Team Leader

- Led a Lending team of 20 FTE in a telephony customer service / sales environment.
- Took on an additional 6 FTE of Quality assistants who supported coaching and the complaint handling process
- Directly line managed step up team leader, offered coaching, counselling and mentoring to support their on-going development and progression towards taking their FLP. Accountable for Step up’s team of 7 FTE.
- Sales performance consistently above target (Call2DD 1%)
- Complaint handling performance above 90% Target
- Call observations above 90% target Undertook a number of champion roles, Unauthorised transactions, Centre Yourfeedback, SME for new text alert service and Sales.
- 2010 Yourfeedback scores for Engagement and Leadership were both above 85%.
- Stepped up to cover CSM while on Annual Leave and recognised as number two in department in the absence of Department Manager.

Career

University of the West of England

2.2, History

Downend school

A Levels, Psychology, History, Drama