Christine Donohoe

• Proactively seeking to maximize the efficacy of the processes in the relevant customer journey
• Work closely with customer experience colleagues, Senior CSR process experts and key stakeholders across Customer Operations, Retail and DTS to identify and define process improvement opportunities
• Lead cross-functional workshops to scope and define end-to-end process improvement opportunities
• Capture and document requirements to ensure cohesive roll out of improvements
• Liaise with Software Development teams and Training and Quality internally to support the improvements definition to maximize the opportunity to enhance customer experience
• Liaise with business users at various levels of seniority and at all stages of the continuous improvement lifecycle
• Supporting the Training and Quality Leads and Business SME's in defining training needs arising from the requirements
• Supporting the Customer Delivery partner in meeting project deadlines and speedy resolution of issues and disputes regarding any process improvement requirements
• Led to resolution high priority and complex Customer Recovery Activities (CRA) for residential and commercial customers to minimize financial, legal, PR and data protection risks for the organization
• Performed root cause analysis, analysed financial data and designed tailored treatments for CRA's
• Evaluated remediation actions in collaboration with the CRA governance group and managed their implementation until resolution
• Presented and discussed progresses to Bord Gáis Energy Executive Team on monthly/quarterly basis

Achievements

• In 2023 I completed the Lean Six Sigma Combined White and Yellow Belt: Introduction to Lean Six Sigma and Structured Problem-Solving Training Course
• I then went onto complete the Lean Six Sigma Foundation Green Belt: Continual Improvement Training Course
• This course was through BSI (British Standards Institute)
• I attended a SQL training workshop with Ramdas
• I can run and edit my own SQLs
• Mentoring and training new colleagues
• Presenting my work to the executive management team and Dave Kirwan.

• Commercial Billing, Customer Operations, Day-to-day management of the customer billing administrators' team for Gas / Electricity customers
• Daily management of escalation queues - focus on BAU standards and daily volumes cleared
• Manage exception queries and complaints of high-level phone/email customer queries and complaints
• Develop and manage document management plan of Gas / Electricity billing process documents and procedures including reviews
• Manage exception reports to flag issues/events requiring action
• Manage daily reporting and analysis on queue volumes, solutions to bottle necks
• Actively support the cross-training of billing administrators
• Continuous input into BGE risk processes and controls
• Develop Succession Plan management within the team
• Effective input into the risk management process

Achievements

• In my short time in this roll, I have been responsible for hiring a Commercial Billing Co Ordinator and Commercial billing administrator
• Both are proving to be successful members of the team
• I introduced a cross training programme on the team to alleviate pressures and drive efficiencies
• I have implemented a new tracker for complaints that has proven successful, the complaints manager informed me that, B2B complaint management has exponentially improved since I've taken over this role
• I have raised several “One Pagers” to change processes on the team to drive efficiencies
• Including setting up a Commercial billing CC&B profile so that we can cross train more effectively
• I have been involved in two Commercial price changes in my short time in this roll
• The October price change was executed within an extremely tight deadline
• I have worked on several CRA's (Customer Recovery Activities), from raising the request to analysing the data to executing the fix for the customer
• The commercial billing KPI's are continuously met, and our figures are trending well, an improvement since I have taken over
• I changed the QH billing process so that we billed two days earlier every month
• This change means payments are received that same month- this was a key objective on the road map under cash flow
• This significant helped
• I managed the DM billing and made sure they were billed to a tight timeline every month, I also mapped the process and had this added to Aris.