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Senior
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Customer Experience, Operations, Service and Outsourcing specialist
Oliver Gratter
,
London, United Kingdom
Experience
Other titles
Skills
I'm offering
A creative and strategic thinker with robust operational nous. Experienced in, and passionate about leading the customer-centric charge in high-change environments. Obsessed with delivering consistent, progressive service that is brand-defining and commercially strong. An insatiable passion for steering projects beyond their presumed limitations; building scalable, sustainable things is my bag. With a rich bank of professional and personal experience to draw upon, I am a strong performer, perceptive listener and level-headed leader.
Markets
United Kingdom
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2019 - 2020
job
Customer Operations Lead
Farewill.
Built a high-performing Customer Operations department and developed the overall
Customer Experience to become a key differentiator for the company; fuelling growth:
- Took the team from 3 people working on 1 product to 10 people on 2 teams across 2
products
- As part of this, collaborated on creating the operational delivery function of our new
Probate product
- Introduced scaling org. structure for Customer Operations, including annual and quarterly planning
- Established a strong performance culture, yielding:
- NPS score improved from 54 to 76
- Consistent wait times of 25s on phone, 10s on chat, 1h on email
- <5% missed call rate
- Increased Trustpilot response rate and advocacy - from 800 reviews to 3k+
and a Trustscore of 4.9/5
- Improved average Will-checking turnaround time from 7 days to 3 hours
- CSAT score of 90%+, with a response rate of 30%
- Improved efficiency, reducing cost to service Wills and contacts by 50%+
- Introduced new communications tools and a new contact channel in Whatsapp -
oversaw integration of both with existing back-end
- Built reporting against all Customer Ops KPIs, allowing us to become data-driven
- Collaborated with Product to architect bespoke agent tooling
- Advocated for, and helped introduce a Mental Health First Aid programme for the business
Customer Experience to become a key differentiator for the company; fuelling growth:
- Took the team from 3 people working on 1 product to 10 people on 2 teams across 2
products
- As part of this, collaborated on creating the operational delivery function of our new
Probate product
- Introduced scaling org. structure for Customer Operations, including annual and quarterly planning
- Established a strong performance culture, yielding:
- NPS score improved from 54 to 76
- Consistent wait times of 25s on phone, 10s on chat, 1h on email
- <5% missed call rate
- Increased Trustpilot response rate and advocacy - from 800 reviews to 3k+
and a Trustscore of 4.9/5
- Improved average Will-checking turnaround time from 7 days to 3 hours
- CSAT score of 90%+, with a response rate of 30%
- Improved efficiency, reducing cost to service Wills and contacts by 50%+
- Introduced new communications tools and a new contact channel in Whatsapp -
oversaw integration of both with existing back-end
- Built reporting against all Customer Ops KPIs, allowing us to become data-driven
- Collaborated with Product to architect bespoke agent tooling
- Advocated for, and helped introduce a Mental Health First Aid programme for the business
Operations, Customer experience, Integration, Service, Turnaround, Growth, Health, Planning, Performing, Agent
2018 - 2018
temp
Butternut (Head of Customer Love, Contract)
Customer Ops.
developed two front-line
agents to become strong Team Leaders, well-versed in Real Time Management
May 2018 - November 2018 Butternut (Head of Customer Love, Contract)
Set up a fully functioning Customer Service department from scratch; evolving the team from a self-managed 5 people working on email alone to 12 people
across 4 channels (2 real time, 1 outbound). Team performance managed to
consistently high levels (80% in 30 seconds service level on voice & chat, 9.9 Trustscore, 96% CSAT).
Moved the business away from ill-fitting incumbent tools and external
consultants, architected back-end, human processes and integrations for
succeeding systems. Concepted a departmental strategy, all KPIs,
organisational structure, performance management and Learning & Development functions.
Worked alongside Product and Engineering teams to utilise customer insight
harvested to improve Customer Experience and reduce cost of service
concurrently.
Introduced forecasting to give the department a 6-month forward view. Led on
change management processes, service recovery strategies and execution to aid differentiation.
agents to become strong Team Leaders, well-versed in Real Time Management
May 2018 - November 2018 Butternut (Head of Customer Love, Contract)
Set up a fully functioning Customer Service department from scratch; evolving the team from a self-managed 5 people working on email alone to 12 people
across 4 channels (2 real time, 1 outbound). Team performance managed to
consistently high levels (80% in 30 seconds service level on voice & chat, 9.9 Trustscore, 96% CSAT).
Moved the business away from ill-fitting incumbent tools and external
consultants, architected back-end, human processes and integrations for
succeeding systems. Concepted a departmental strategy, all KPIs,
organisational structure, performance management and Learning & Development functions.
Worked alongside Product and Engineering teams to utilise customer insight
harvested to improve Customer Experience and reduce cost of service
concurrently.
Introduced forecasting to give the department a 6-month forward view. Led on
change management processes, service recovery strategies and execution to aid differentiation.
Change management, Customer experience, Forecasting, Performance Management, Management, Customer service, Service, Engineering, Development, LED, Processes, UP
2015 - 2018
job
Vendor Manager
Deliveroo.
Working alongside stakeholders from Senior Department Leaders to C-Level in all matters pertaining to strategy and operational management of our outsourced operations.
Collaborated on contractual, legal and high-level budget management. I co-managed an annual budget of £8M+, and helped drive savings in excess of £1.5M over 18
months. Customer facing teams worked through ~2k contacts per day with additional,
administrative lines of business.
Broad responsibilities included (but not limited to) management of:
service strategy; commercial relationship; contact deflection, product
development, change management, continuous improvement,
workforce, planning and real time, learning & development, HR & engagement, QA, Ops Leadership.
I began the business' first outsourcing venture in December 2015 to launch our inaugural team with a Vendor in the Philippines. I then led
growth of the operation from 25 to ~650 FTE in c.18 months, across 7
lines of business, 2 vendors (one native), serving 4 customer types.
Though responsible for leading high-level management across functions,
I'm always also to be found working at ground level, where necessary, and when it's best for the team.
When it comes to CSAT, NPS, Customer Effort or any other metric of satisfaction - using the correct tools, asking the right question(s), deciding
how best to ask those questions and understanding how to feed insight
back into the business to gain most value is a specific area of interest and
experience. This formed a sizeable part of my role, particularly evident in collaboration with Product and Engineering teams.
I spent over 10 months in several trips working across Asia in this role.
Collaborated on contractual, legal and high-level budget management. I co-managed an annual budget of £8M+, and helped drive savings in excess of £1.5M over 18
months. Customer facing teams worked through ~2k contacts per day with additional,
administrative lines of business.
Broad responsibilities included (but not limited to) management of:
service strategy; commercial relationship; contact deflection, product
development, change management, continuous improvement,
workforce, planning and real time, learning & development, HR & engagement, QA, Ops Leadership.
I began the business' first outsourcing venture in December 2015 to launch our inaugural team with a Vendor in the Philippines. I then led
growth of the operation from 25 to ~650 FTE in c.18 months, across 7
lines of business, 2 vendors (one native), serving 4 customer types.
Though responsible for leading high-level management across functions,
I'm always also to be found working at ground level, where necessary, and when it's best for the team.
When it comes to CSAT, NPS, Customer Effort or any other metric of satisfaction - using the correct tools, asking the right question(s), deciding
how best to ask those questions and understanding how to feed insight
back into the business to gain most value is a specific area of interest and
experience. This formed a sizeable part of my role, particularly evident in collaboration with Product and Engineering teams.
I spent over 10 months in several trips working across Asia in this role.
Engineering, Asia, LED, Manager, Planning, Native, Development, Growth, Outsourcing, It, Change management, Service, QA, Management, Leadership, Continuous improvement, C, Budget, Operations
2015 - 2015
job
Customer Experience Manager
Deliveroo.
An employee from very early days, I was given several
opportunities to concurrently found, and build teams, processes,
policies and functions.
These included helping establish our Corporate product, working on
our first National Marketing ATL campaign, scoping and procuring
tools, growing and managing the inaugural internal Customer Support
(CS) team and eventually being asked to take over development of all
outsourced support operations.
In a quarter, I grew the inaugural CS team from 2 FTE to 40, established
them as a permanent facet of the fast-scaling company, implemented
proactive support processes to differentiate us and helped implement and champion our overarching internal customer focus.
I continued to directly manage the Customer Experience team before I was
tasked with management of the outsourcing of our Support operations.
opportunities to concurrently found, and build teams, processes,
policies and functions.
These included helping establish our Corporate product, working on
our first National Marketing ATL campaign, scoping and procuring
tools, growing and managing the inaugural internal Customer Support
(CS) team and eventually being asked to take over development of all
outsourced support operations.
In a quarter, I grew the inaugural CS team from 2 FTE to 40, established
them as a permanent facet of the fast-scaling company, implemented
proactive support processes to differentiate us and helped implement and champion our overarching internal customer focus.
I continued to directly manage the Customer Experience team before I was
tasked with management of the outsourcing of our Support operations.
Marketing, Operations, Customer experience, Management, Outsourcing, Support, Development, Campaign, Processes, That you, Manager
My education
Staffordshire University
Bachelors, Advertising & Brand
Bachelors, Advertising & Brand
Dr Challoners Grammar School
GCSEs, N/a
GCSEs, N/a
St Martins Prep School
N/a, N/a
N/a, N/a
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