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The People's Postcode Lottery (Fixed Term Contract)

November 2022 - January 2024

People’s Postcode Lottery is a social enterprise where players subscribe to a daily draw that raises money for various charities across the country. In my role as Data Manager, I oversaw campaign data and ensured our processes remained compliant with standards. Much of my work involved automating manual, repetitive tasks and setting up a training system to help the team work more effectively. I also led the technical side of our move to Adobe Campaign, coaching staff through the new workflows to keep everything running smoothly. Throughout these projects, I kept senior managers updated with clear reports on our progress and worked to clear any roadblocks that threatened our delivery timelines.

• During this period, I reduced processing defects by 70% and enhancing throughput from day one. This was accomplished by redesigning and automating manual, error-prone campaign and data workflows using AI-enabled tools. As a result, I freed up over 15 hours per week for higher-value analysis and planning through continuous improvement, workflow standardisation, automation, and the removal of low-value manual tasks.

• I boosted process efficiency by 25% and upskilled the team by designing and implementing a standardised training and capability framework aligned with continuous improvement and data management principles. I also strengthened data governance while de-risking 10 phased migrations to Adobe Campaign by mapping existing processes, modelling improved workflows, clarifying business and technical requirements, and coaching users through new ways of working.

• To increase transparency and control over delivery risks, I produced roadmaps, KPIs, and variance reports for senior stakeholders. These reports highlighted dependencies and bottlenecks, securing support for corrective and preventative actions.

The City of Edinburgh Council (Fixed Term Contract)

October 2021 - November 2022

The City of Edinburgh Council is the local authority responsible for all public services in the capital. This covers everything from social housing and education to local transport and waste management. While I was there as a Senior Change and Delivery Officer, I oversaw projects to modernise how the council delivers these services to residents. I spent much of my time reviewing internal processes to identify where things were slowing down and then implementing simpler, faster ways for staff to handle their work. I served as a bridge between the technical teams and the front-line departments to ensure new initiatives were rolled out without disrupting daily operations. I also kept the senior leadership informed of our progress to ensure we stayed on track with our goals for the city.

• As part of my career, I contributed to a revised Performance Framework by defining five key public policy benchmarks and aligned measures, thereby enhancing data management processes and supporting continuous improvement initiatives. 

• I partnered with service leads to translate reporting and process-improvement needs into clear requirements and to develop SAP, Tableau, and Power BI dashboards linked to KPIs and outcomes. 

• By leading the rollout of these dashboards, I provided managers and directors with a consistent, trusted view of operational and financial performance, reducing manual reporting and expediting decision-making. 

• Additionally, I applied change management practices to drive the adoption of new measures, dashboards, and processes, ensuring stakeholders understood their benefits, responsibilities, and necessary follow-up actions.

National Records of Scotland (Temporary Assignment)

August 2021 - September 2021

Census Scotland is the official count of every person and household in the country, conducted once every 10 years to help plan public services like schools and healthcare. During the 2022 rollout, I worked on the operational side to ensure the data collection went as planned. My main focus was on managing the workflows and technical systems used to track returns and to identify areas where there could be environmental risks to census takers.  I worked closely with various teams to resolve technical glitches and data quality issues that could arise during the collection period. I also helped prepare regular updates for the project team, explaining where we stood on the testing and the steps we were taking to hit our final targets.

• This role involved conducting field audits at over 100 locations, which not only helped identify environmental risks but also supported continuous improvement in route planning and data management for more efficient resource allocation.

GEO Amey PECS Ltd.

September 2019 - March 2020 

GEOAmey is responsible for the safe and secure transportation of people in custody between prisons, courts, and police stations across the country. It is a large-scale logistics operation that requires tight coordination with the justice system and law enforcement. In my role there, I worked on improving the systems used to manage these complex movements and schedules. I spent much of my time analysing the data behind the daily routes to identify ways to make the service more compliant, reliable and efficient. I also served as a point of contact between the operational staff on the ground and the technical teams, ensuring that any updates to our tracking and reporting systems actually made the job easier for the people using them.

• During my tenure, I delivered a 25% efficiency improvement across key processes. This was accomplished by mentoring data analysts and admin staff to identify operational gaps, eliminate waste, and implement corrective actions. I standardised compliance protocols and data management across a network of 17 prisons and 60 custody suites, facilitating consistent performance reporting and easier comparison for continuous improvement. 

• Additionally, I modernised management information and enhanced performance visibility by leading the transition from legacy systems to modern MIS platforms, integrating Power BI tracking and proprietary reports for regional managers. 

• Through detailed process mapping and time-and-motion analyses, I identified and managed bottlenecks and failure points, translating these findings into improved KPIs and tighter tracking of critical indicators.

Three UK Ltd. (VodafoneThree)

September 2013 - June 2017

Three UK is a major mobile network and broadband provider that keeps millions of customers connected across the country. As a Channel Operations Analyst, I oversaw the performance and data for our various sales & collections routes, ensuring our internal systems effectively supported the teams. I spent a lot of my time checking our daily workflows to find and fix any points where the process was slowing down. I acted as a point of contact between our technical staff and sales & customer finance departments to resolve operational issues and ensure our customer data was handled correctly. I also prepared regular reports for the management team to help them stay informed about our operational health and any areas needing adjustment.

• I handled commercial performance and retail optimisation. I helped avoid potential penalties exceeding £2m by ensuring compliance with OFCOM and GDPR for customer communications and channel operations through robust controls, quality checks, and effective governance of outbound activity. 

• This focus on continuous improvement led to a 40% increase in operational efficiency and enhanced service quality, as I acted as the primary SME for a new multi-channel CRM. My responsibilities included defining requirements, executing UAT, resolving critical defects, and shaping best-practice processes before go-live.

• To facilitate a smoother CRM rollout for over 300 offshore agents, I designed and delivered comprehensive training, process guides, and feedback loops to embed new workflows and  reduce error rates. 

• I also delivered an estimated 15% reduction in OPEX by building recovery frameworks and implementing automated controls with SAS Analytics, which improved operational data accuracy and minimised manual intervention, showcasing my expertise in data management.

Three UK Ltd. (VodafoneThree)

March 2009 - September 2013

In my role as a Collections Systems Analyst, I oversaw the technical aspects of how we managed customer payments and debt recovery. I spent much of my time monitoring the software we used to ensure bills were processed correctly and our automated reminders reached the right people. When I found technical errors that prevented payments from going through, I worked with the developers to fix them before they caused bigger problems. I also helped set up new system rules to make the collections process more straightforward for our customers. During my time there, I kept the department heads updated on our system health and supported the rollout of software changes to keep our financial data accurate.

• I reduced departmental resource costs by 15% in 2009 through the development of 5 VB and SQL automation scripts, while effectively monitoring vendor KPIs and SLAs. I oversaw the Aspect Dialer for 4 Finance campaigns from 2009 to 2013, collaborating with 4 offshore analysts to enhance the efficiency of collections agents. 

• This continuous improvement led to a 25% boost in customer engagement in 2010, as I created 3 debt-management strategies with 5 business analysts to enhance the customer experience.

• In 2010, I implemented collection strategies that successfully onboarded 100% of digital tablet customers and ensured proactive debt collection practices. By adopting Soprano contact management in 2011, I decreased uncollectible debts by 20%, migrated over 1,000 customers, and leveraged industry tracing services to improve data management. 

• I also designed 4 collection campaigns using Tallyman, Resource Planning, and SAS Analytics from 2011, resulting in a 30% increase in existing debt recovery rates and aligning with department targets.

Other roles held at Three UK Ltd. (June 2003 - March 2009)

• Fraud Operations Analyst (March 2006 - March 2009)
• Customer Options Associate (June 2003 - March 2006)

Continuous Improvement & Operational Excellence:

• My career in continuous improvement include utilising Lean and Six Sigma tools, implementing PDCA cycles, conducting root cause analysis, and utilising business process mapping to design and optimise workflows. Standardisation and time-and-motion analysis play key roles in this effort.

ERP, Systems & Campaign Operations:

• I have successfully managed end-to-end campaign delivery and monitoring by translating business requirements into system and process changes. My experience with system configuration and back-end administration, including workflows, spans platforms such as Tallyman ERP and Oracle PeopleSoft.

Business Intelligence, Reporting & Analytics:

• In the realm of data management, I focus on dashboard design and performance reporting using tools such as Tableau, Power BI, and SAP. My skills also encompass data modelling and statistical analysis with SAS/Proc SQL, as well as effective data visualisation and storytelling strategies for executive reporting.

Project Lifecycle, Risk & Change Management:

• Utilising Agile delivery methodologies such as Scrum and Kanban, I manage project lifecycles through RAID logs and scope and delivery management. My expertise in risk and mitigation planning, along with change management frameworks such as Kotter and ADKAR, ensures robust data governance in line with standards like DAMA-DMBOK and EDMS systems such as Atlassian Confluence & Microsoft SharePoint (both of which I also have administrative experience).