Claire Havenhand

• Providing strategic leadership and transformation across a multi- site Contact Centre Operation and Complaints Functions – circa 250+ FTE
• Responsible for the front end experience of digital channel, driving digital participation through a defined channel strategy
• Accountable for associated support functions - Resource Planning, Housing Management Services, Quality and Assurance, Training and Continuous Improvement Teams
• Development and Implementation of the digital and customer contact strategies, specifically design and delivery of the current target operating model
• Responsible for Performance and Operational Excellence through continuous improvement, focusing on the reduction of failure demand and business effort
• Ownership of the complaints and associated service improvement plans, regulated by the Housing Ombudsman and Regulator of Social Housing. Focusing on root cause analysis, lessons learnt, compliance and governance
• Collaborating across the organisation to drive service improvements through analytics and Insights provided form customer contacts and complaints
• Evolve Board Member (Service Delivery Subsidiary of Riverside)
• Member of the EDI Steering Group

Notable Achievements

• Lead the Directorate restructure, that created a continuous improvement function and brought in a strategic approach to complaints handling, through centralising the compliance function and absorbing satellite complaint functions
• Lead Riversides transformation agenda with clarity and impact, with the integration of One Housing, moving from D365 to Salesforce within Contact Centre Operations and Complaints
• Delivering the site strategy with the consolidation of 4 contact centres to 2, reducing cost by 1.2 million and driving efficiencies through blended activity
• Strengthened operational performance across complaints with the introduction of a dedicated Head of Complaints and a re-engineered operating model – reduction of complaints YoY -26%
• Played a pivotal role in the Repairs Service recovery plan for London, through key changes to system and process which has supported the reduction in failure demand and in turn improved call wait times by 8 minutes
• Introduced a target operating model that has clear guiding principles, focusing on automation – digital participation increased 2%
• Redesign of the quality and assurance process that is aligned to organisational values and focuses on coaching customers
• Reducing service failure by tapping into analytics and CRM data and simplifying, reduction of business effort through activities such as learning need analysis
• Shifted Digital strategy from highlighting features to benefits based increasing participation by 2% in one month
• Test and learn on the use of AI in complaint investigations and case notes increasing colleague productivity and a strengthened performance

• Overseeing operational management of Omnichannel Contact Centre & Customer Solutions team
• Spearheading the design and execution of failure demand strategy using customer insights
• Leading the digital transition plan by leveraging automation opportunities and enhancing system functionality
• Acting as transformation lead for Customer Services on D365 technology deployment and associated benefit realisation
• Ensuring compliance with the Housing Ombudsman complaint code and navigating evolving housing sector regulations
• Managing budgetary responsibilities

Notable Achievements

• Successfully delivered first technology drop (D365 – CE) as part of an ongoing transformation project.
• Implemented re-engineered targeting model, boosting first contact resolution from 79% to 87%.
• Led engagement of a new outsourced out-of-hours provider, resulting in significant cost reduction.
• Designed and implemented management information by channel, elevating call answer percentage from 80.5% to 92%.
• Introduced failure demand strategy, reducing avoidable contacts and promoting self-service, resulting in a 51% digital growth.
• Received UKCCF small contact centre of the year 2018 and UKCCF customer services team of the year, Silver - 2023. Shortlisted for Head of Contact 2023

• Directly reported to the MD, ensuring achievement of sales strategy across multiple units
• Motivated, coached, and led the Management team to deliver against operational KPIs
• Designed and delivered management information systems.
• Responsible for workforce planning, forecasting, and ensuring operational compliance
• Conducted data analysis for marketing campaigns across various platforms

Notable Achievements

• Implemented outbound telephony campaigns resulting in a 30% uplift in sales performance
• Designed Customer Experience blueprint, increasing customer contact and average spend
• Developed Online sales facility for in-store products
• Successfully launched additional unit with a 4-month turnaround, including recruitment, training, and marketing

• Managed and developed cross-functional team, ensuring seamless customer journey
• Underpinned sales strategy with Sales Executives and Management team development
• Ensured compliance with treating customers fairly principles
• Targeted, incentivised, and rewarded teams, alongside implementing cost efficiency initiatives
• Integrated technologies to support agents in delivering HomeServe brand values

Notable Achievements

• Successfully rolled out key customer growth initiatives within Inbound contact centre including implementation of Salesforce
• Introduced Outbound contact centre with acquisition campaigns
• Implemented Customer Relations department, improving customer service excellence
• Developed robust MI systems for performance visibility
• Drove culture shift and achieved significant performance improvements