Amjad Khan

My role as Learning and Development Manager is to support the business in delivering effective, strategic, clear and innovative interventions to achieve both the business and individual goals and objectives. It is essential that this is done in an engaging and timely manner and that all understand the importance of personal and professional development.

As L&D Manager, I have had a number of key achievements:

• Leading the “S Factor 1in3” sales development programme across Sales, which generated an additional £8.5 million to the bottom line and produced an ROI of 1850%.
• Shortlisted as a finalist for industry awards (British Excellence Sales & Marketing Awards ‘BESMA’) for the S Factor programme, going head to head with big names such as AXA Insurance, DHL and N Power.
• The only person in the business unit to win the Quarterly Simply Thank You awards two times in one year.
• Special recognition from the Head of Sales for delivery of the SMART programme (new technologies) nationally.
• Leading the SMART programme, which generated 5% on the conversion rate, annualised sales delivery of 80, 000 smart meters, 80, 000 energy leads, 60, 000 insulation leads, and 50, 000 remote heating controls, after just 2 months the number of Heating Sales Advisors delivering a 33% conversion rose from 16% to 37%.
• Developed a Management Operating System for the business unit, which the HR Director for British Gas endorsed and shared with other business units as best practice.
• Created a clear and catchy career mapping approach for the field teams, which other departments and business units have adopted for their areas.

My role here was being responsible for the development and up-skilling of our onsite Performance Coach’s across five Area Services Centres with particular emphasis on coaching and leadership. I led a team of National Coach Trainer’s who were responsible for working with Team Manager’s to enhance their leadership and coaching skills. I was a key member of the project team, which introduced British Gas to the insurance market right from grass roots.

It was whilst carrying out this role that I was offered a secondment as Offshore Project Manager in 2009 to assess the leadership teams across our India sites for their skills and capabilities and introduce interventions appropriately to fill any gaps. I spent this year working for Residential Energy (PAYGE, Energy First and Credit) between our suppliers in Mumbai and Delhi, a role, which really positively challenged me and immensely improved my leadership and project manager skills.

Key achievements include:

• Developing and lead the delivery of the Coaching Validation Process (CVP) across Services & Repair, which was a programme to develop the coaching skills of our frontline leaders nationally, and which achieved NPS of 90+.
• Creating the look and feel for the Customer Experience Cycle, which is now still used across the business unit for ensuring FSA compliance and quality monitoring in the contact centres.
• Being a key member of the initial project team, which introduced British Gas into the insurance market, creating and rolling out material alongside FSA guidelines.
• Shortlisted as finalists for ‘Sales Development Team of the Year’ at the National Sales Awards.
• Creating leadership interventions offshore to combat the issue of attrition, which eventually went from over 100% to only 9% over the course of 6 months.