Helen Meaden

Trust Alliance Group provides a range of products and services to build, maintain and restore trust between consumers and businesses. Encompasses the Energy and Communication Ombudsman.

• Guardian and steward of the Group's Purpose and Culture, ensuring alignment across all aspects of the business. Key confidant and operational deputy to the CEO, provided strategic counsel and support.
• Served as an figurehead for all 600 colleagues, leading and presenting engagement across key events including the annual colleague conference, Townhalls, listening sessions, engagement forums, and TAGmas celebrations - a unique community and colleague annual event.
• Worked closely with the board and executive team to influence strategic decisions through a people and culture lens.
• Championed diversity, equity, and inclusion (DEI) across the group, driving measurable progress and inclusive leadership.
• Led cultural transformation initiatives that fostered a high-performance environment. Spearheaded group-wide employee engagement programs that improved retention, wellbeing, and employer brand—introducing onsite perks such as a pantry and complimentary lunches
• Led senior leadership development and succession planning, designing and implementing a tailored programme to support executive directors and departmental heads.
• Acted as a strategic partner during organisational change and M&A activity, ensuring cultural alignment
• Led a group-wide legitimacy programme aligned with ESG priorities, focusing on organisational purpose, environmental impact, and meaningful community engagement.
• Acted as Executive Sponsor for reach initiatives, enhancing awareness of the Group and Ombudsman services to better support consumers and businesses.

• Provided strategic leadership and oversight of the business unit, delivering sustained commercial growth and operational excellence amid a 49% rise in complaint volume
• Represented the business at board and executive levels, contributing to group strategy and stakeholder engagement.
• Developed and executed strategic business plans, driving revenue growth and cost control in a competitive landscape—secured two new provider partnerships
• Oversaw analysis of complaints and service data to identify strategic insights, driving business improvements and informing policy recommendations at the executive level
• Led the successful launch of three regional offices to support national expansion and improve accessibility, ensuring rapid setup and strong cultural alignment with the head office
• Represented the organisation in media engagements, including interviews with LBC.
• Held responsibility for managing the organisation's relationship with Ofcom, ensuring alignment with regulatory expectations.

• Steered the operation through a period of significant, rapid growth, doubling revenue from £25M to £50M.
• Provided operational leadership during the COVID-19 pandemic, transitioning to 100% remote working for 18 months
• Established a permanent remote team of 100 FTE to manage a surge in complaint volumes—recruited, onboarded, and trained to full efficiency within 3 months.
• Alongside senior leadership team, developed a new operating model, revamping 15-year-old processes and overseeing its implementation.
• Balanced commercial objectives with ethical responsibilities, maintaining public trust and regulatory compliance.
• Monitored operational KPIs and complaint trends, translating insights into strategic action and continuous improvement.
• Collaborated with legal, compliance, and quality assurance teams to uphold governance standards and manage risk.
• Engaged regularly with regulators, consumer advocacy groups, and internal stakeholders, influencing policy and service standards.

A leading UK energy supplier for tenants, ranked 23rd in the Sunday Times Fast Track 100, with a customer base of over 300,000 and more than 500 employees

• Designed and launched Spark Business Utilities, a new B2B energy division, from concept to execution—including contract negotiations and provider relationship management. Developed the brand identity and marketing strategy to position the business in the SME energy market.
• Designed and executed the sales strategy, including outbound sales activity and scalable growth models, launching the new business unit within 3 months, achieving initial revenue by month 4.
• Delivered 10% uplift against business energy revenue forecast within the first year.
• Produced board-level reports and delivered monthly performance updates to senior leadership.

• Led the acquisition and integration of a telecoms business into Spark Energy Group, aligning strategy and operations across UK sites, reporting directly to the CEO.
• Delivered financial reporting to the Group CFO, with full P&L ownership of £15M revenue and £2M overheads, including board-level performance updates.
• Developed and executed a telecoms sales strategy, boosting lead generation and revenue—exceeding targets by month two and growing partnerships by 25% in three months.
• Led marketing and PR strategy development, providing strategic direction to communication and PR teams.
• Improved customer satisfaction, raising the Trustpilot score from 4 to 4.5 in just two months.

The World's first green Energy Company, changing the way electricity is made and used in Britain

• Reported to the Retail Director, overseeing 200 staff across all business and domestic operations, including Metering, Billing, Settlement, Data, Microtricity, and Whitelabel services
• Focus on Net Promoter Score (NPS) driving a 400% increase in customer response rates and improving NPS from +20 to +50.
• Introduced resource planning, boosting call answer rates from 65% to 95%, adherence from 60% to 80%, and forecast accuracy to 98%
• Enhanced Employee Net Promoter Score (eNPS) from +11 to +55 through targeted engagement initiatives and cultural improvements.

• Held end-to-end accountability for B2B operations, spanning customer onboarding, metering, settlement, billing, dispatch, customer service, credit management and white-label services.
• Managed white-label partnerships and departmental budgets, ensuring service quality, contractual performance, and financial accountability
• Established the Business Services department following structural separation from domestic operations—led workforce planning, FTE modelling, and recruitment