Crew manager/Business Manager
British Airways
مجموع سنوات الخبرة :34 years, 9 أشهر
In my 15 years with British Airways I have worked in a variety of people focused roles, managing recruitment, training, performance, attendance and welfare for large groups of employees, up to 2000. I also have had responsibility for customer experience, implementation of new initiatives, corporate responsibility and project management.
October 2012 to date - Business Implementation Manager, British Airways Gatwick
• Responsible for Customer Experience, Training and Corporate Responsibility for Gatwick's newly formed Customer Operations (which combines both ground and air teams), as well as InFlight Retail.
• Currently implementing "Airport Futures" technology throughout the Terminal, eg auto bag drop, auto boarding gates, which will make Gatwick the first airport to have end to end automation of the customer's ground experience.
• Successfully managed entry into service of the A319 from a crew perspective, including design of all new processes including service routines and communications/engagement with crew.
• Developed a training plan for the base post restructure, ensuring all colleagues in new roles are appropriately upskilled, also launched cross functional training across ground and air to assist with embedding of new structure.
• Designed and implemented Corporate Responsibility strategy for Gatwick. Successes so far include significant improvement in waste reduction and recycling, both on board and on the ground.
March 2012 to September 2012 - People Logistics Manager, British Airways Gatwick (secondment to HR team)
• Developed and set up a support hub from scratch against extremely tight timescales, enabling 1000 1:1s across the business to be delivered for all those affected by outsource/restructure
• Recruited a team of high calibre external associates to conduct the 1:1s.
• Designed and implemented a robust process for booking of 1:1 appointments
• Worked closely with HR Business Partners to understand all relevant information relating to key issues such as TUPE and redeployment to ensure associates were fully informed.
• Quickly developed a network across the entire Directorate, eg Employee Services, Finance, Operations, Customer Services, and communicated regularly and effectively with all interested parties to update on progress and escalate issues for resolution.
• Developed and implemented CV and Interview workshops to support colleagues across the business, with over 200 attending.
April 2011 to March 2012 - Business Development Manager, British Airways Gatwick
• In collaboration with colleagues from Customer Experience, designed and developed a detailed Project Plan for the delivery of Buy on Board at LGW
• Undertook significant research with other airlines to understand customer requirements, subsequently producing a unique and creative food and beverage menu
• Conducted detailed discussions with catering suppliers to develop a robust cost model and understand supply chain logistics
• Managed the outsourced InFlight Retail contract at LGW, ensuring crew fully involved via Crew Champions and Product roadshows
• Tracked monthly sales and Spend per Head performance against target, discussing and agreeing remedial action as required.
November 2008 to April 2011 - Customer Business Manager, British Airways Heathrow
• Successfully led a team to manage all queries, complaints and grievances relating to the cabin crew Industrial action. Set up a robust process for both e mails and paperwork, liaised closely with HR, Legal, Internal Audit and Leadership Teams, ultimately managed the responses to over 5000 complaints.
• Launched Customer Centre in Terminal 5 Crew Report Centre, a centre of excellence dedicated to optimizing the highest levels of customer service on board.
• Part of a team which devised and implemented new service routines to enable the removal of a crew member from each longhaul aircraft, with associated cost savings of £60 million.
• Volunteer Cabin Crew training completed on B767, B747 and B777. Several compliments relating to service levels delivered received from senior crew.
• Managed Command and Control Centre at Gatwick during all periods of Industrial Action, which required constant and immediate decision making. As it wasn't my home base, quickly identified and developed required network.
• Undertook the role of Fleet Manager on 2 occasions for 3 months each, leading the Worldwide Fleet Crew Managers and their associated teams of 2000 + cabin crew.
• Attended Lean training, and took opportunities to demonstrate Continuous Improvement principles.
• Undertook numerous disciplinary appeal hearings
September 2002 - November 2008 - Cabin Crew Manager, (CCM) British Airways Heathrow
• Line management responsibility for 40 Cabin Service Directors (CSDs)
• Accountability for all areas of performance management to ensure that the highest levels of customer service were delivered on board the aircraft, as well as adhering to other required standards such as punctuality, attendance and behaviour.
• Development plans written and agreed for each team member, which were regularly monitored and updated to maximise performance. Regular feedback delivered both at base and on board.
• Undertook Duty CCM role on a rostered basis, developing a sound understanding of agreements and operational processes.
• Responsible for implementation of corporate policies.
• Dealt promptly with all safety reports relating to my team to ensure all safety and security issues addressed, and undertook Civil Aviation Authority briefing audits to ensure CSD compliance with legal requirements.
• Facilitator for Leadership Matters training
March 1998-September 2002 Manager Customer Service, British Airways Gatwick
• Line management responsibility for up to 400 cabin crew across all grades
• Conducted regular on board assessments of performance, providing both verbal and written feedback
• Managed all other areas of performance in line with BA Corporate policy
• Represented the Fleet on all product upgrade initiatives, and undertook air trials with Trade Union colleagues
• Designed and ran Induction courses for new Crew Managers
• Facilitator for corporate Owning our Future programme
October 96 -February 98 Regional Manager, Securicor Recruitment Services
• Responsible for a multi million pound budget, a team of 25 staff based at various locations throughout the south of England, as well as a broad customer base ranging from large corporate organisations to small businesses.
• Successfully negotiated local and regional contracts for the supply of temporary staff
• Agreed SLAs with all customers and ensured that local branches adhered to them
• Required to develop and implement both sales and service strategies for my region.
• Managed recruitment campaigns both large and small, working with my team to ensure each was tailor made for the individual customer.
• Trained as an internal auditor, working as part of a team responsible for auditing all internal processes within the Company to ensure that they adhered to corporate standards and relevant legislation.
• Promoted to South of England Operations Manager immediately prior to my resignation to join BA
1995-96 Branch Manager, Securicor Recruitment Services
• Responsible for challenging financial targets, as well as a team of 10 recruitment consultants
• Increased customer base by 50% during the course of the year
• Year on year turnover growth of 18%
• Promotion to regional manager after only 18 months in the industry
1994-5 Acting Senior Executive Officer, Central Recovery Group, Benefits Agency
• Responsible for 180 staff and a recovery target of £11 million of overpaid benefit
• Achieved improved recovery rates as well as reduced staff turnover and sick absence
• Organised professional debt recovery training which had an immediate positive impact on both morale and results
• Launched Investors In People programme
1993-4 Higher Executive Officer, Central Recovery Group Project (Communications and Industrial Relations Manager) Benefits Agency
• Set up forum for negotiation between Trade Unions and Management for this extremely contentious project, and undertook day to day negotiation on behalf of the project manager
• Devised and implemented a comms plan to ensure everyone from the local benefit offices to Whitehall was aware of project progress.
• Organised selection interview training for myself and participated in the recruitment of 120 new staff
• Invited to take up temporary promotion as CRG manager when project went live.
1992-3 Higher Executive Officer, Department of Social Security Headquarters
1990-92 Income Support Manager, Benefits Agency, Dartford
1989-90 Executive Officer, DSS London South Regional Office
8 GCE O Levels 3 GCE A Levels Associate Member of Institute of Employment Consultants