Ian Roth

Full management of the Sales function to ensure an efficient, effective sales process is implemented to generate client wins and a consistently healthy pipeline by identifying and maximising all potential business opportunities. Sales • Build pipeline consisting of hot prospects and prospects being worked • Identify prospect clients in existing markets and research clients in prospective markets • Ensure targeted amount of appointed sales visits are achieved • Achieve agreed level of client conversions to ensure continued growth of Neuven client base. • Devise and agree an effective marketing plan to ensure maximum exposure of Neuven within budget guidelines. • Ensure the delivery of professional, effective sales presentations to prospect clients. Management • Take line manager responsibility for Sales Executives and Bid Manager • Collate and present documents and reports internally and externally as required • Present a positive and motivating attitude in line with the responsibility of the position

Managing 2 large NHS trusts in the North West, I manage all aspects of the client’s temporary staffing / bank staff requirements. · Building and maintaining effective and efficient relationships with a group of key stakeholders in line with our business strategy and importantly the individual trusts own strategies and KPI’s. · Apply analytical skills to review performance and identify trends and opportunities to utilise staff in specific areas of the hospitals. Develop and implement strategies to remediate any understaffing especially in critical areas, · Present monthly and quarterly to key management within each of my trusts, typically HR and Finance directors as well as clinical leads/managers. · Identify any opportunities with selected clients for new business initiatives to increase revenue and profitability, importantly tailoring the service offering the client’s needs and requirements. · Work closely with key internal stakeholders to ensure client contractual requirements and service levels are delivered.

• Ensuring all business objectives are achieved particularly those relating to fill rates in line with business activity and trust requirements. • Ensuring 100% customer satisfaction by delivering a timely and quality service, In particular assessing the quality of calls taken by our Service Centre staff through my TLs. • Ensuring that all Operational procedures and NHS Professionals guidelines are adhered to. • Supporting the reduction of commercial Agency usage in all client trusts, by increasing NHS Professionals Flexible Worker usage. • Taking ownership & responsibility in the Service Centre management of complaints and untoward incidents, helping to investigate them within SLA, in accordance with the NHS Professionals policies and procedures. • Identifying day to day client issues relating to service delivery and escalate and/ or help to facilitate resolution in a timely manner. • Create, build and maintain relationships with designated stakeholder trusts and internal NHS Professionals departments, to ensure service issues are identified and resolutions implemented in a timely manner within SLA’s. • Liaise with our Resource & Planning Manager to ensure the required resourcing levels are maintained at all times for the regional teams. • Ensuring full & effective business management support for major developments and as directed by the Head of National Service Centre, take responsibility for implementation, training and delivery. • Constantly working with my 3 team managers to identify service improvements and implementing new operational processes, which have been identified through day to day activity, this will lead to the delivery of targets and ensure expectations are met. • To conduct monthly face to face team manager meetings and 1-1s in Watford or in the TM’s regions, driving performance of teams through the TMs.

Managing a senior team for British Gas within an inbound contact centre environment in which my team takes inbound / makes outbound customer service and sales calls. I was with the business from August 2013 to Sept 2014. As Senior Team Manager - • Managing a team of 16 senior advisors ensuring a consistent customer service and sales experience is given to each of our customers. • Carrying out regular coaching and 1-2-1’s to ensure individual investment time is given to better individual and team performance. • Completing quality assurance checks via listening to calls to ensure sales were compliant with Ofgem regulations and to ultimately provide feedback to advisors on development areas. • Attending regular meetings to ensure any key business updates were communicated effectively to our department. • As absence manager for our department it was my role to manage the overall absence statistics with a clear goal on reducing our department average hours lost.

As B2B Sales Manager - • Targeted with the start-up of a brand new 45+ FTE sales team for a complexed business that have previously never had a pro-active sales team in working function • Managing a significant sized sales force in a very competitive and fast paced environment ensuring all inbound activity is manager as well as running several targeted outbound campaigns. • Designing and implementing structured reports that show transparency of targets vs. performance for the team. • Working alongside the Marketing Manager to help implement marketing campaigns designed to inform customers of services offered ahead of telephone contact by our sales team. • Attending regular meetings/reviews with the Commercial Manager to agree processes and present my ‘work in progress’ report for the team and plans going forward. • Holding regular 1-2-1’s and appraisals to review performances of the individuals in the team including what’s working and action points to be taken forward.

As Customer Experience Leader - • Managing a team of 6 TL's each directly managing between 12-14 advisors. • Liaising with Operations Planning to ensure all action plans for the department were correct and adhered too/managed effectively. • Completing 1-2-1s and regular coaching sessions with team leaders, driving key performance indicators and the right behaviours in line with the Job Descriptions. • Carrying out team briefs across the department to ensure all individuals across the business were kept up to date with SKY and updates to the role. • Attending regular sessions with the Contact Centre Manager to discuss ways of improving the level of service we offer to the teams, customers and also looking at ways to improve the department.

As B2B Sales Department Manager • To consistently monitor my TM’s activities ensuring the best level of adherence and maximising time spent with their people. • To create spread sheets and run reports based on how well the campaign was functioning i.e. - how many sales leads were being generated and how many cars were being sold based on the leads the team generated. • Completing 1-2-1s and personal development plans with the team managers, driving key performance indicators and the right behaviours. • To perform weekly call levelling sessions in which as a department we listen to 2 calls for each team member and give praise and constructive feedback in relation to the performances on each call. • Attending meetings with the Sales Manager to discuss the ongoing improvements and the activities of the campaign.

As Contact Centre Department Manager - • Managing a customer service department of up to 75 FTE. • Ensuring all KPIs and SLAs were not only met but exceeded • Performing 1-2-1s and Personal Development Plans with team leaders • Ensuring all call quality was completed and fed back to advisors daily/weekly • Creating incentives to keep the teams motivated on a regular basis. • Reporting to the Operations Manager with daily/weekly call reports and stats for the department.