Julie Gardiner

• Operational lead responsible for various products and brands within Personal Lines, Taxi, and Courier.
• Heavily involved in the company's start-up phase, from concept to an active insurance broker with an online presence, featured on the industry's leading aggregator sites.
• Collaborated with industry partners to assist in the design and delivery of a fully functional bespoke online insurance telematics broker service. Project-managed insurers, systems, finance, and telematics providers, along with many other third parties, to launch products to the consumer market.
• Designed and implemented comprehensive communication plans and systems, including website content, letter/email suites, chatbot, live chat, and self-service portals.
• Led product launches from inception to market reviews, providing effective reporting and strategic insight to the board.
• Oversaw all operational aspects - New business lead generation, targets and results, renewal retentions, MTA and cancellations, P&L management, regulatory compliance and audit oversight, quality assurance, customer service, administration duties, complaints (including FOS), credit control/accounts reconciliation, and debt overview.
• Management of insurer schemes and underwriting responsibilities
• Responsible for new product launches or implementing changes in servicing requirements.
• Managed UK and remote teams in South Africa, responsible for staff level planning, recruitment, daily management, and performance overview, including QA.
• Streamlining processes and leading through operational change.

• Appointed in an interim role to improve the organisation's quality standards.
• Led audits of commercial policies, including liability, employers, wholesale, property, motor trade, fleet, and household policies.
• Designed and implemented new quality measures, providing one-to-one feedback to managers and staff.
• Reported to directors on performance levels, highlighting areas of excellence and areas needing improvement.
• Managed complaints, led investigations, issued responses, and provided recommendations on TCF and financial outcomes.

Part of the senior leadership team helping grow the business from a small broker with just 6 employees servicing minimal levels of customers within the private car arena, to a multi-million-pound enterprise with multiple brands and products, including Home, telematics, motor trade, non-standard motor, and commercial products, with over 250 FTE and 100,000 customers.

• Led the group through a merger of brands into one centralised customer service function.
• Adding value through leading improvements and streamlining efficiencies, implementing automation, and focusing on process analysis, adopting a back-to-basics approach to evaluate each element of the customer journey. Implementing new processes resulted in positive financial gains for the organisation over various areas
• Direct manager of 4 Team Managers and their respective teams (circa 60 people) and managed the organisation's relationships with its premium finance provider, focusing on training and increasing revenue.
• Responsible for ensuring an exceptional customer service and journey, managing incoming and outgoing calls and emails (1000+ per day at peak), ensuring daily administrative tasks ran smoothly
• Retaining lost business through cancellations by implementing a “one touch” resolution process, which lowered complaint levels and increased customer retention levels
• Actively involved in day-to-day operational management, such as training, recruitment, leading operational meetings, steering groups, and strategic planning.

• Managed the company's telematics brand, leading 3 teams in sales, customer services, and renewals to achieve high income results, increase policy count and GWP growth, while maintaining underwriting criteria across a panel of insurers and company standards.
• Responsible for delivering on targets for conversions, loss ratios, income, and sales of auxiliary products
• Oversaw P&L, forecasting growth, and implemented strategies to increase revenue and improve service levels.
• Managed day-to-day operations, including team organisation, workload delegation, and all aspects of performance management across all teams, including Sales, Customer service, Retentions, and telematics and intervention models.

• Managed day-to-day operations, delegating workload and overseeing HR processes such as performance reviews and disciplinary actions.
• Introduced KPIs and created performance reports for senior management.

• Managed a team of 15 employees to meet demanding targets, overseeing training, development, and performance management.
• Managed account portfolios, P&L, and designed bonus schemes to incentivise performance.

• Managed day-to-day operations, including recruitment, training, performance management, and disciplinary processes.
• Developed KPIs and reports for senior management, overseeing cancellation rates and broker accounts.

• Managed day-to-day operations, including recruitment, training, performance management, and disciplinary processes.
• Developed KPIs and reports for senior management, overseeing cancellation rates and broker accounts.

• Managed day-to-day operations, including recruitment, training, performance management, and disciplinary processes.
• Developed KPIs and reports for senior management, overseeing cancellation rates and broker accounts.