Chad Ehlertsen

A member of the FA Group extended Leadership team and St Georges Park Leadership team. As Head of Education I reshaped a £12M department with 45+ staff and 800 casual workforce across national network of stakeholders by creating and directing customer-focused strategic plan and operations enhancements. Develop high-performing team , track metrics, and analyse opportunities for growth. Implement transformational new digital products whilst managing budget and senior stakeholder relationships. Achieve commercial growth and create base of robust operations tracked through balanced scorecard framework and working across St Georges Park in developing high performance culture.

Key Accomplishments:

• Leadership - Developed high performing leadership team, with clear purpose and coaching focus to create performance and trusted culture across the Operations Department
• Strategy & Complex projects - Led the centralisation of the national business model. Developing an operational strategy that supported the strategic ambitions by breaking down the strategy into critical operational phases, alongside tracking performance, risks and opportunities. *Worked across multi functional teams across the FA to lead the changes , including finance, marketing and the Development Divisions
• Continuous improvement - Creating operating manual to meet IS0 9001 standards. Created swim lanes to create oversight on all key processes , whilst transitioning into a digital format to create efficiencies and enhance the customer experience *Operating manual developed with over 100 processes designed in swim lanes
• Stakeholders - High levels of personal leadership to work through a network of 50+ Strategic partners across the Grassroots game and all key stakeholders in the professional game. *examples include developing a bespoke Service Level agreement with the PFA and EFL and transforming the Grassroots business model with the County FAs
• Reporting - Developed a Balance scorecard framework to manage the reporting across the FA and with the wider football family. Demonstrating verbal and communication skills to tell the story, impact and momentum on key projects ranging from finance, the customer , people and culture and operational performance. *experience in presenting at the FA Board level and key sub committees across the Governance model.
• Customer Service -Transformed service approach across the Business. Implemented new software solution, developed an omni channel approach, created a mindset on the high performance across business SLAs, knowledge base and automation to provide 24/7 service across the game. *60k tickets - 85% CSAT - +300k customers
• Finance and budgets - Responsible for £1.3m course revenue target, distribution of review to stakeholders , alongside £500k operational budget to oversee Department. Reshaped course business model to digitize the back office, streamlined central costs and review pricing policy to achieve 45% growth in operating profit *Led a business model budget review of 50 County FAs, showing high levels of business analytical skills to develop a new contribution model that distributes £1.3m back every season

Sponsored Regional strategy post the commonwealth games, alongside accountabilities across the Performance pathway.

Key accomplishments:

• Commissioned research into the future direction of the talent pathway and club culture to support long term future investment choices.

Provide strategic direction, align business plan with Sport England, and improve customer experience and operational efficiency with digital transformations. Oversee operations and risk management to meet governance standards and have the role of Senior Safeguarding Lead for the organisation.

Key Accomplishments:

• Strategy - Supported the design of new Strategy focused on the customer with an increased focus Diversity and Inclusion ambitions *Led to recent increase in Sport England funding

• Safeguarding - Created Safeguarding Strategy to raise standards across the game, with a supporting operating procedures to led the way across the sports sector

Created and implemented strategy for West Midlands and South West with £2M investment portfolio, nine SMEs, 100+ staff, and commercial growth across region. Fostered strategic partnerships with key stakeholders and led numerous workforce reviews aligning human resource strategy with business goals.

Key Accomplishments:

• Created and implemented strategy for West Midlands and South West with £2M investment portfolio, nine SMEs, 100+ staff, and commercial growth across region
• Fostered strategic partnerships with key stakeholders and led numerous workforce reviews aligning human resource strategy with business goals
• Performance management - Increased investment performance by 20% by executing strategic and operational plans prioritising KPIs in finance, participation, safeguarding, and customer focus
• Customer Excellence - Innovated customer excellence programme across the FA, leading to new structures, systems, KPIs and a culture on the customer
• Human Resource - Oversight of over 100+ FA staff across the Region. Led numerous workforce reviews to realign the Human Resource Strategy with the strategic objectives to enhance performance.

Led business transformation of failing organisation by creating and implementing vision and plan for customer focused growth. Shored up operations by restructuring Board of Directors, governance initiatives, safeguarding standards, and equality. Achieved Preliminary Equality Standard for Sport. Executed new central CRM system, improving customer knowledge with 90% of customers on-line in one year.

Key accomplishments:

• Strategy - Created new vision for the Business “customer create supporters” , which led to significant growth. This was tracked through a balanced scorecard of finance, Development, the customer and people
• Finance - Spearheaded makeover from loss to profitability, increasing profit margin by 600%, achieving revenues of £1.8M and £225K profit
• Customer Excellence - Increased Net Promoter Score (NPS) from 4 to 29 with customer-centric plan, new brands, and digital marketing strategy
• Operations - Invested £300K in refurbishment to enhance working environment and brand and boost customer satisfaction
• Crisis management - Handled media communications strategy with sensitivity and compassion after death of team member in Tunisia terrorist attack