Maximize Your Business Potential

The Challenge:
A 200-seat BPO contact-centre was losing customers due to long after call work times.

The Approach:
I worked with team leaders to rebuild KPIs around what actually matters to customers, and targeted both team leaders and operators on metrics they understood and could directly impact

The Impact:
Within 8 weeks, after call work dropped by 40 seconds , complaint volumes reduced, required resource was reduced and customer churn significantly improved

The Challenge:
A fast-growing B2C e-commerce support inbox overflowed through peak, with small team up to 6 temps through peak meant extra expense and inconsistent customer service standards 

The Approach:
Mapped every touchpoint, automated simple FAQs, and implemented a new CRM system that integrated with their ecom site and implemented real time auto translation to allow all teams to handle queries from all geos

The Impact:
Reduced the need for extra headcount through peak season cut response times, boosted customer satisfaction and increased self serve from 10% to 60%  for peak related queries 

The Challenge
An eCommerce cosmetics brand had just redesigned its website and was experiencing rapid online growth. To keep up, they merged two teams - each with its own microculture - into a single Customer Care function.

Without clear leadership or the right tools, everything was handled through a shared Gmail inbox. There was no visibility of workloads, no performance data, and growing conflict within the team. Morale dipped, response times slowed, and customer satisfaction followed.

The founders were nervous about becoming “too corporate,” but knew they needed structure if they wanted the business to scale sustainably.

The Approach
I introduced a fit-for-purpose CRM system to bring transparency and structure without adding unnecessary bureaucracy. This allowed real-time visibility of volumes, response times, and trends. We used the data to right-size the team and rebuild confidence in workload balance.

Alongside this, I implemented simple employee engagement tools and worked with the founders to define the right leadership structure - one that supported coaching, collaboration, and accountability.

The Impact
Within a few months, the team stabilised. Response times improved dramatically, customer satisfaction rose, and the team culture shifted from reactive firefighting to proactive service. The business gained the structure it needed - without losing its personality.

The Challenge
A small catering supplies company wanted to expand its client base to include local government contracts but to qualify, they needed ISO9001 accreditation.

They had solid products and loyal customers, but no formalised quality management system in place. Processes existed, but only in people’s heads, and documentation was inconsistent. With limited internal resource and no prior ISO experience, the owners didn’t know where to start.

The Approach
I worked closely with the business owner and team to design a simple, practical quality management framework that fit the way they already operated. Together, we mapped out every core process, documented procedures, and built clear ownership across the business.

I then managed the external audit preparation, ensuring all evidence, training, and documentation met ISO9001 standards — without overcomplicating or disrupting day-to-day operations.

The Impact
The company achieved ISO9001 accreditation on their first attempt. This not only opened doors to new public-sector contracts but also created internal clarity and consistency that improved efficiency and reduced errors.

The Challenge
A global eCommerce company was facing rising operational costs, particularly in fulfilment and shipping. They relied heavily on an expensive third-party carrier network, with little visibility of alternatives or cost control.

Although their 3PL partner had the infrastructure to handle more of the process locally, the setup hadn’t been optimised resulting in unnecessary spend, inefficiencies, and delays for customers.

The Approach
I reviewed the end-to-end fulfilment operation, analysing shipping routes, cost structures, and service levels. Working with the 3PL’s operations and logistics teams, I identified opportunities to consolidate and localise distribution, reducing reliance on premium carriers while maintaining delivery performance.

We redesigned the shipping model, restructured vendor agreements, and aligned internal teams around a more data-driven approach to fulfilment and reporting.

The Impact
The new model reduced annual operational costs by approximately £300,000, while maintaining delivery quality and customer satisfaction. The project also created a more agile, transparent relationship with the 3PL setting the foundation for further optimisation across other regions.

The Challenge
A national utility provider was receiving a high volume of customer complaints about its high consumption process - the procedure customers entered when their usage suddenly spiked.

The process was confusing, time-consuming, and emotionally charged for customers worried about unexpected bills. At the same time, the regulator (OFWAT) had recently introduced the Service Incentive Mechanism (SIM), putting new pressure on providers to improve customer satisfaction and complaint performance.

The Approach
I led a full review of the end-to-end high-consumption journey, mapping every touchpoint from initial notification through to resolution. The analysis revealed that customers lacked clarity, felt “passed around,” and received little proactive guidance.

I re-engineered the process to simplify communication, introduce clearer signposting, and ensure vulnerable customers were supported at every stage. This included redesigned templates, staff training, and improved cross-team coordination to shorten resolution times.

The Impact
Complaints related to high-consumption issues dropped significantly within months. Customers reported feeling better informed and supported, while internal teams gained a smoother, more efficient workflow.

The new process not only improved the company’s SIM performance taking them into first place but also became a model for other customer-journey redesigns within the business.