Paul Robinson

Led a global team to implement new products and process and policy improvements across multiple workstreams and products, while maintaining quality standards and meeting deadlines, SLAs, and business targets. Continuously improved efficiency through automation, transitions, and data-driven analysis to identify and plan further enhancements.

• Collaborated across multiple functions to implement and roll out modernised speaking delivery platforms (VCS Full, RSS and VCSLS), now delivering over 40K tests per month.
• Co-led a complex strategic team transition, merging pre- and live-test operations and absorbing additional task and process transfers from other streams (OSM allocations, Aptis payment approval) into Shared Services (SSC), generating headcount and operational savings of over £250K per year.
• Improved coordination and collaboration between Global Video Call Speaking (VCS) and Country Operations, contributing to an enhanced planning framework, governance checks and utilisation reporting, with unused slots/cancelled requests reduced by 20%.
• Sourced, designed and implemented an online CRM tool to improve service delivery, quality, reporting and cost effectiveness, later extending its use across other Global Operations streams, with 100 licence holders now onboarded.
• Designed, established and managed the VCS recharge model (average monthly accrual of £500K+), alongside oversight of operational budget planning.
• Established the initial VCS audit process and documentation in collaboration with Business Assurance teams, then led internal and external formal audits, achieving scores of 94% and 96% respectively over the past two years.

Led a team of 370+ staff to meet challenging business targets, ensuring accountability for corporate, Professional Support Network (PSN), and compliance standards. Headed communications programmes for Digitalisation and Change Implementation, including OSM, IELTS on Computer, and VCS.

• Served as China Examiner Project Lead in response to COVID-19, overseeing highly complex drawback, assisted return, and voluntary exit programmes. Reduced headcount by over 30%, delivering more than £1m in long-term savings.
• Managed in-country implementation of VCS, OSM, Interim Products Indicator, and SpeakUP in collaboration with the Digitalisation Lead and global colleagues, including restructuring the Team Leader management layer (30+ staff).
• Introduced a hybrid working model for an examiner cohort of nearly 200, maintaining trust, strengthening relationships, and ensuring business continuity.
• Designed and recruited the Examiner Management team, clarifying roles and responsibilities, coaching and supporting team members, and aligning delivery to business priorities. Enabled the largest full-time examiner cohort in China to exceed business plan and surplus targets by 7% and 17% respectively.
• Improved engagement through the design and delivery of an events programme and annual meeting, while strengthening trust, empathy, and stakeholder relationships through the China Staff Association (CSA).
• Managed an operational budget of over £250K, ensuring accruals and year-end accounting were completed to standard and within variance, including introducing a control template recognised by FP&A colleagues as best practice.

Led and managed the examiner team, responsible for the design and delivery of the learning and development programme for China Examiners as part of a wider commitment to enhancing the British Council’s reputation as a language assessment authority in China.

• Designed and implemented a Learning and Development programme for 370 staff, including in-house training, externally sourced courses, funded course provision, and a Career Pathways scheme.

• Implemented the corporate professional development programme for the examiner cohort, including training on process, management, and line management skills.

• Led a project to build knowledge and expertise in English assessment, managing upskilling initiatives, assessment literacy training, and the creation of a business development portfolio generating average annual turnover of over 40K. Addressed rater reliability and "harsh marking" perceptions to help reduce the flow of cross-border test takers.

• Managed the roll-out of a new Team Leader system in country, including the design and expansion of induction and development programmes, working collaboratively with the China Learning and Development Manager to adapt existing resources and develop new materials where needed.

• Managed an L&D budget of over 180K, ensuring all accruals and year-end accounting were completed accurately, on time, and within variance.

Led performance management, development, and standardisation of teaching and observation quality standards.

• Played an active role in the day-to-day management of the centre.

• Prepared proposals for EES services, ESBU, and teacher development products for the MoE.

• Led recruitment, training, and induction activities.

• Various locations