Customer Service Management

Location:

United Kingdom

Posted:

September 30, 2012

Contact this candidate

Resume:

Email address

*****.******@******.**.**

First Name Middle Last Name Suffix Maiden Name

David R A Cullen N/A

Work Phone & Ext Toll Free Phone Fax Phone Home Phone

+44-142*-****** +44-172*-******

Cell Phone Pager Personal Web Site Address

+44-779*-******

Secondary E-mail

*****.******@*****.**.**

Address City, State

Zip

105 Charmouth Road St. Albans Select AL1 4SG

Month/Year Hired Month/Year Left Total Years with Company

Sep 1997 Aug 2002 5

Office Division Title

Select Consulting National Partner

Country Other Employment Details

(Previous positions, duties, or fun info)

United Kingdom

Company Name Position

NYnet Ltd Chief Executive (CEO)

Company Web Site

http://

Company Size (employees) Est. Company Revenue Industry

11-25 $5,000,001 to $10,000,000 Telecommunications

Do you hold any professional certifications?

(Separate with commas)

Other Current Employment Details

(Description of Position)

Also Director of own consultancy- Prism Business Consulting (formerly known as SAND

Consulting Ltd)

Birthday Marital Status Spouse's Name Anniversary

Jan 10 Married Helen

Children's Names & Ages

David Cullen- full current CV.doc

Curriculum Vitae

David Cullen

Director

Summary

David is a founding Director of SAND Consulting, which provides strategic level business

support to the local government and voluntary sectors, particularly regarding social and

economic transformation initiatives and Corporate Social Responsibility (CSR).

David has a long background in executive, consultative, operational management and

development roles for Hedra plc, Arthur Andersen, Merchants Group, BAA, RAC and Securicor

Group. He has extensive experience of the government and telecomms sectors, and also

significant knowledge of the transport and utilities sectors. He has worked at director

and board level for three professional services firms, significantly increasing turnover

and market share at two of them. He has also led and advised on 5 start-up businesses,

across both the public and private sectors.

Prior to July 2006, David was the Director of Local and Regional Government Consulting

for Hedra- the fastest growing management consultancy in the UK for 3 years running- where

he was also the Board director responsible for CSR. Previously, he worked for Andersen

Business Consulting as director of the Government Services management team with

responsibilities including practice development and delivery of e-government solutions-

having led Andersen s call centre and channel management services throughout Europe and

the rest of the EMEIA region for 2 years as part of the Customer Management practice.

His strength is in developing high-performing teams to exploit business opportunities and

drive social improvement through the integration of technology with business

transformation.

He has a strong passion for social change and improvement, borne out through his client

work, his involvement as a Fellow of the Royal Society of Arts, Manufactures and Commerce

( RSA) and his role for over 15 years as a Director and Trustee of Greenbelt Festivals- a

charity committed to social justice. Expanding entrepreunerially on this experience, SAND

Consulting also has a subsidiary- SAND FX& Stage- providing event management for music and

arts festivals throughout the UK.

Over the last seven years he has been responsible for helping clients deliver successful

strategic change programmes: He is currently retained on a long term basis as CEO of

NYnet, a newly-established broadband provider in North Yorkshire.

NYnet s purpose is to deliver next- generation broadband services throughout the sub-

region to enable social and economic regeneration. It is achieving this through the retail

provision of next generation VPNs to the public sector, and wholesale provision of high

capacity, highly competitive backhaul to service providers for business and consumer

services. The company has significant economic and social output targets which will

stimulate 21st century regeneration of the largest rural area in the UK.

He has a dynamic and motivational leadership style, which establishes and sustains the

levels of momentum required to deliver rapid, sustainable business growth in both fast

entrepreneurial start-ups and established organisations with challenging change agendas.

Key Skills

Identifying, creating and directing high-performing teams to drive social and service

improvement and responsible business growth

Development and support of strategic improvement programmes in both local government and

private sector (including strategic review, vision and objective setting, options

analysis, customer and stakeholder engagement and continued board level advice)

Programme and project management of complex multi-stakeholder initiatives within local

government and private sector environments (including establishing governance

arrangements, risk management, solution assurance)

Benefits realisation (identification, delivery and measurement) and project

prioritisation within a wide range of organisations

Communication of key messages through development of marketing and communication

strategies, workshops, press management, web content etc.

Supplier and third party engagement (including business requirements analysis, contract

negotiation, service level agreements, commercial matters and legal/IPR issues)

Development and improvement of Customer Access and Services through the use of e-

government and related technologies; design and establishment of contact centres and web

access; organisation and service re-design.

Development of business processes and structures for the delivery of change programmes

that result in successful implementations (through business process analysis, requirements

definition, change readiness assessments, organisational re-design, leadership development

and team building)

Memberships and Qualifications

Fellow of the Royal Society of Arts, Manufactures and Commerce (FRSA)

Fellow of the Communications Management Association (FCMA)

Member of the Institute of Directors (MIoD)

Post- Graduate Diploma in Management Studies (DMS)

Higher TEC Communications Engineering (Overall Merit)

TEC Communications Engineering (Overall Merit)

8 GCE O Levels

Personal Information

Nationality: British

Date of Birth: 10th January 1961 (48)

Circumstances: Married, two daughters 21 and 24

Resident: St. Albans, Hertfordshire and Boroughbridge, North YorkshireEmployment History

Date, From and to Company name July 2006 to presentSAND Consulting Ltd- Director and co

founder

Aug 2002 to July 2006Hedra plc- Director,

Local and Regional Government

Sept 2000

to July 2002Sept 1997 to August 2000Arthur Andersen- Director, Government Services

Director, EMEA Customer Management Group Feb 1996 to Sept 1997August 1994 to Feb 1996Merchants Group- Director,

Technology Consulting

Strategic

Technology ManagerJune 1989 to July 1994BAA plc- General Manager, BAA

TelecommSept 1986 to June 1989RAC

Telecomms Systems ManagerApril 1984 to Sept 1986Securicor Group plc

National Engineer- Telecommunications Sept 1977 to March 1984BT

Senior telecommunications engineer, Field training instructor

David Cullen:

Relevant Client Achievements

NYnet-

Chief Executive

David is currently retained on a long term basis as CEO of NYnet, a newly-established

broadband provider in North Yorkshire.

The North Yorkshire sub-region is the largest in the UK geographically, covering an area

of more than 800,000 hectares. It is home to approximately three quarter of a million

residents, with 300,000 of them living in 3 principal urban areas: Elsewhere it is a

sparsely populated County with only three other towns of over 15,000 people.

NYnet s purpose is to deliver next- generation broadband services throughout the sub-

region to enable social and economic regeneration. It is achieving this through the retail

provision of next generation VPNs to the public sector, and wholesale provision of high

capacity, highly competitive backhaul to service providers for business and consumer

services. A carrier-class 22GBit fibre optic IP infrastructure is now fully operational

to deliver these services via 12 main Points of presence (PoPs) throughout the sub-region.

Co-funded and under-written by Yorkshire Forward (the Regional Development Agency), the

European Regional Development Fund (ERDF) and North Yorkshire County Council, Nynet

represents Europe s most significant public-sector telecommunications initiative this

century.

The company is responsible for delivering economic and social outputs during the next 2

years, which are designed to stimulate 21s century regeneration for the sub-region,

through enabling (amongst other opportunities) the creation of technology-intensive

businesses and improved e-learning capability.

Northamptonshire County Council- Partnership Director

The County Council wished to embark upon an ambitious transformation programme to move

from a CPA rating of weak to excellent in 3 years, whilst driving c. 30m of costs

from the organisation. Hedra was the transformation partner to assist in this change and

jointly own the targets. The role included advice and support to the Chief Executive and

senior management, and direction of all support provided by the Hedra Consortium. The main

activities and achievements have been:

Establishing 3 year procurement improvement programme, involving temporarily running the

function whilst re-designing and recruiting new council staff (the Hedra incubator

service ), and an improvement programme currently on track to deliver 15m of savings

Review and advice on the HBS outsource procurement, leading to withdrawal by the County

Council

Support and management of the Corporate Improvement Plan on behalf of the executive

Development of the ERP programme including review and recommendations for the finance and

HR functions, together with design of ERP and CRM solutions

Redesign of Highways services and re-procurement of the 50m outsource contract

Derbyshire County Council- Strategic Consultancy lead

The excellent rated authority had already established a team to drive their 28m Change

Management Programme, and was well on the way to meeting its e-government targets.

However, it required strategic consultancy support to provide challenge, expertise and

capacity to its programme. Hedra was appointed as its partner for 2.5years to provide this

support (subsequently extended by a further year). The role was to advise the Change

Management Team and Council senior management on the direction of the programme and

associated risks. To date, the achievements have been:

Review of the Change Management Programme and development of a council-wide Benefits

Realisation Plan making the programme sustainable

Development of the business case for roll-out of the Call Derbyshire pilot, together with

subsequent design and implementation support of a 34 seat contact centre

Procurement and implementation support for MACCI, the integrated shared service CRM

platform for the Derbyshire public sector partnership including County, Districts, Health

and emergency services

Development of Derbyshire s service improvement approach, including the production of the

Service Redesign toolkit, establishment of project disciplines, and training of change

agents in each department.

Support in the re-design of Social Services, to exploit the implementation of the

Electronic Social Care Record. Integration into Call Derbyshire for initial and out-of-

hours assistance.

North Yorkshire County Council- Partnership Director

A major regional e-government initiative through a 5 year partnership with one of the

UK s biggest county councils. North Yorkshire had suffered from market failure in

telecommunications and also under-investment in technology, resulting in an inability to

implement e-government and effectively exploit it transform services. The principle

achievements of the partnership have been

Development of a long-term strategy for e-government and transformation

Establishment of a new regional broadband infrastructure for Public Sector users, which

will also assist in economic re-generation;

Provision of a managed service for desktop and ICT solutions for the County Council and

other public sector organisations, including community access;

Development of Customer Access Strategies to enable social inclusion and inhibit the

creation of a rural digital divide;

Development of a business change approach for the Council, including a Service Redesign

toolkit to assist in service-led transformation.

London Borough of Croydon

Croydon wished to effect significant change enabled by e-government initiatives and

driven by access from and to customers. Recognising the costs, risks and capabilities

required to do this, the Council wished to deliver this through a PFI- funded Public/

Private Partnership (PPP) and appointed Andersen to act as trusted client side partner

for the Customer Focus programme. Key achievements included:

Establishing the e-government vision and strategy, together with determining the change

readiness of the organisation;

Organisation and process re-design toward a customer focused structure, including the re-

definition of staff roles and competencies;

Internal and external communications programmes;

Assisting in the selection of the appropriate technology and outsource partner.

Other local government projects

David s work with other clients has focused on e-Government and Transformation

initiatives, including:

Creating a customer contact strategy for the London Borough of Lewisham;

Establishing the UK s first council wide contact centre for the London Borough of

Newham;

Developing a Customer Management programme for Bolton Metropolitan District Council,

including the procurement of an eCRM platform

Private sector projects

David s private sector achievements include:

Assisting a major utility in the evaluation of technology business opportunities and the

development of a five year strategy, resulting in the creation of a leading UK managed

service and outsource provider;

Assisting a major European telco in the redesign of customer facing and sales operations,

including the creation of business-wide sales and customer focused Key Performance

Indicators (KPIs).

Developing a Customer Service strategy for a global courier business;

Assisting a major insurance service in the review of an enterprise wide system for

customer contact, which included evaluation and assessment of predictive dialling and

voice recording equipment.

Directing the strategic development phase of European Consolidation Programme for an

aviation fuels business which included:

Redefinition of the strategic direction of the organisation;

Creation of an organisational model including Change Management;

The realignment of processes to a customer orientated organisation;

Assessment and recommendation of technology solutions to support the business, including

the telecommunications systems to support a pan European consolidated centre;

Assisting in contracts and negotiations to outsource the customer service activities of a

new entrant gas provider;

Detail of Professional History

(August 02 to June 06

) Hedra plc

Employed as

Board Director responsible for Local and Regional Government Consulting and

Corporate Social Responsibility.

David joined the 5 strong board as the first new member in 5 years,, with responsibility

to help Hedra ( previously strong in central government) break into local government, and

transform from a boutique to full service management consultancy. He brought the core

team of 8 consultants from Andersen s government services practice through acquisition,

and over the 4 years, grew this team to 21 staff deployed in the sector, with associated

annual revenue increasing from 6m to 29m (Hedra revenues grew from 23m to 89m in the

same period).

Achievements

Principle client achievements under his control are described in the Achievements

section above.

Business achievements across all of Hedra included:

Introduction of streamlined business processes for sales/ opportunity development and

timesheet/ resource management

Assistance with the re-branding of Hedra.

Development of tailored services and solutions to the sectors.

(June 97 to August 2002) Arthur Andersen Business Consulting

Employed as Director, and for the first 3 years was responsible for developing a centre

of channel management and demand side e-business expertise for the EMEIA region. This

role includes practice and client responsibilities across all the five cornerstones' of

Arthur Andersen's business:

Improving client satisfaction Increasing market share

Developing our people Managing risk

Working as a team

David had responsibility for several project teams in excess of 12 staff, with budgets

exceeding 8.5m. He was Key Account partner for clients with a projected lifetime fee

value of 5m, and shared a practice target of 8.5m.

The Client Satisfaction Ratings on all his assignments ranged from 4.2 to 5 out of 5,

indicating his ability to meet and exceed client expectations.

Achievements

Some of his project achievements at Arthur Andersen included:

Assistance to a major insurance service in the review of an enterprise wide system for

customer contact, which included evaluation and assessment of predictive dialling and

voice recording equipment.

Directing the strategic development phase of European Consolidation Programme for an

aviation fuels business which included:

Redefinition of the strategic direction of the organisation

Creation of an organisational model including Change Management

The realignment of processes to a customer orientated organisation.

Assessment and recommendation of technology solutions to support the business, including

the telecommunications systems to support a pan European consolidated centre.

Directing the development of a call centre strategy for a major telecommunications

provider in the UK.

Developing a Customer Service strategy for a global courier business.

Assisting in contracts and negotiations to outsource the customer service activities of a

new entrant gas provider.

Assisting in the evaluation of telecommunications business opportunities for a major

utility.

Directing the evaluation and design of an ecommerce business

Assisting a major European telco in the redesign of customer facing and sales operations,

including the creation of business-wide sales and customer focused Key Performance

Indicators (KPI s)

For the final 2 years at Andersen, David shared ownership of the eGovernment Services

management team with another partner, responsible for developing and exploiting the

opportunities of e-government. Successes to date include:

Creating a customer contact strategy for a leading local authority

Establishing the UK s first council wide contact centre

Developing and implementing an integrated e-government strategy for a major London

authority

Developing a Customer Management programme for a unitary authority including the

procurement of an eCRM platform

He was directly responsible for:

The Business Transformation programme for a major London borough, including

Establishing the e-government vision and strategy

Determining the change readiness of the organisation

Organisation and process re-design toward a customer focused structure

Re-definition of staff roles and competencies

Internal and external communications programmes

Assisting in the selection of an appropriate technology and outsource partner

A major regional e-government initiative through partnership with one of the UK s biggest

county councils, which will:

Establish a new regional broadband infrastructure to assist in economic re-generation

Provide a managed service for desktop and ICT solutions for public sector

organisations, including community access

Deliver social inclusion and inhibit the creation of a rural digital divide

Significantly reduce the cost of public service in the region, whilst improving service

levels

The development and establishment of new e-business partnership structures led by Arthur

Andersen, to integrate service delivery options and provide revenue and subscription based

services to government/ public sector agencies.

(

Sept 94 to June 97) The Merchants Group

Employed as Strategic Technology Manager. This role included responsibility for all

internal systems delivery and external delivery of client's solutions. Merchants Group

provided Customer Management and Business Growth Strategies for corporate clients, and

assisted them in implementation. It further provided project managed, facilities managed

or outsourced Telebusiness solutions for customer management.

Responsibility for teams up to 12 specialised staff, with up to 350k p.a. expenditure

and 2.5m capital.

Achievements Included;

The establishment of the first pan European "Break- In" network for standard and

premium rate lines, covering 14 countries.

The relocation of the business from two centres to a new development in Milton Keynes

in 3 months

The establishment of a leading edge telebusiness customer communications centre with

250 seats, using advanced ACD, CTI, LAN/ Workgroup networks and management system

The implementation of a multi protocol Local Area Network, based upon FDDI and

supporting TCP/IP, Novell NetWare, AppleTalk and NT

The development of a five year telecommunications strategy for an emerging niche

telecomms provider

David's clients at Merchants Group included:

Utilities Midlands Electricity

Eastern Electricity

Hyder plc; incorporating Dwr Cymru and SWALEC

South West Water

Calor Gas

Financial Services Coventry Building Society

BAT Financial Services UK

West Bromwich Building Society

Cheltenham & Gloucester Building Society

Other Sectors Oracle UK

Dial Contracts

Shell UK

(assignment details not provided for confidential reasons)

(

Sept 89 to Sept 94) BAA (Heathrow Airport Limited)

Employed as General Manager, Heathrow Telecomm. The post had two main responsibilities;

Provision (including Management and Support) of Voice, Point to Point Data and all

Mobile Radio Communications services operated by HAL, including emergency and other

services required by the CAA Airport Licence. This included the handling of all incoming

airport enquiries, average 26,000 calls per day.

The commercialisation of all communications related services to all airport users,

whether airlines, tenants, concessionaires, passengers or general public. These services

included those offered by other HAL dept's, such as LAN's/ Managed Network Services,

security systems, telemetry and control systems etc.

Both areas included the definition of Strategies, making of policies relevant to Heathrow

and other airports within the BAA group, effective operation of all services and

achievement of business objectives.

Responsibility for 34 staff, 93/94 profit centre budget of 3.9m income, 2.8m

expenditure and 1.5m annual working capital.

(BAA) Achievements Included;

The re profiling of the internal telecomms operation into Heathrow Telecomm in May 1990

establishing BAA as a licensed telecomms provider

The turnaround of a profit centre from 500k loss to 853k profit

The launch of a "4x4" Customer Service Commitment, providing Quality and Service

guarantees in excess of PTO s, and establishing continuous feedback mechanisms on

performance.

The creation of a Mobile Communications Strategy, including the introduction and

exploitation of CT2, voice mail and paging

The implementation of an airport trunked PMR system for all airport operations

including the re-definition of equipment software to meet the User Specification

The establishment of Points of Presence for Unisource and Worldcom at Heathrow

The establishment of a Telecomms Policy Group, responsible for joint strategy and

policy on all communications issues at Heathrow

The creation of a Network Strategy and Development Plan, encompassing Heathrow with

concentric resilient fibre rings of approximately 17.6GBit capacity

The development of a Call Centre Strategy for BAA, involving streamlining the UK flight

enquiries process, and improving the company's crisis response capability.

The creation of the world's first flight enquiry service using interactive voice

systems known as Flitecall . The service was launched at Heathrow in August 1990 and at

Gatwick in March 1991

(

July 86 to Sept 89) RAC Motoring Services Ltd

Employed as the

Telecomms Systems Manager (July 86 to Jan 89

), and Telecommunications

Consultant (Jan 89 to Sept 89). Overall responsibilities were;

To assess the telecommunications needs of the RACMS group and recommend/ plan

development

To control the development and operation of all communication services within RACMS

Services included all Data Networks in RACMS, including over 300 PC's and terminal

devices from 6 Hosts;

IBM 3090, DEC MicroVax, DEC Vax 8250, Sperry/ Unisys 1100/73, Systime, Syfa.

Responsibility for 12 staff.

(RAC) Achievements Included;

The national implementation of telecomms requirements for the CARS (Centre Aided Rescue

Service) project, including integration of ACD at 5 Call Centres and key systems at 16

Despatch Centres, with data and voice interconnection to trunked PMR systems

Support in the re-provision of over 70 radio sites throughout the UK

Project management and implementation of a single Linkline number for breakdowns in 5

centres nationally over a two day period, involving 125 Linkline circuits replacing 109

Out of Area lines simultaneously

Implementation and integration of 7 major PABX s plus various small/medium PABX and key

systems

Introduction of cellular equipment into the patrol fleet

Management and development of a new handsfree Roadside Emergency Telephone, through

design and approval to implementation.

(

June 84 to July 86) Securicor Communications

Employed as National Engineer, Telecommunications, with two main functions;

Technical Manager for Group National Communications, involving the technical support

and management of all Securicor telecommunications requirements, including integration of

mobile and fixed telecomms

Product Support Manager for telecommunications equipment provided by Securicor

Communications, including the training of field service personnel, and necessary

registrations under BS55750 Part 2 for Quality Assurance.

(

Sept 77 to May 84) British Telecom International

3 year apprenticeship for technical duties in all aspects of National/ International

telecommunications. Left as Technical Officer and Field Training Instructor

(

April 80 to August 83) The Old Herbaceous Roadshow Partnership

Co- founder of a partnership providing sound and light services for live concerts etc.

The partnership was successful, showing profit after three years of trading despite heavy

re investment. Its major secured contract was for the provision of music entertainment at

Queens Ice Skating Club, London in April 82, which it held until the partnership ceased

trading in March 1988.

OTHER INTERESTS

(

July 89 to present) CMA ( formerly TMA)

Accepted as member in 1989. Worked in the PTO Liaison Team since Dec 90, representing the

TMA and its members in regular consultations with senior executive staff of each PTO

licence holder in the UK.

Appointed as Director in July 92. I have directed the following portfolios;

BT Liaison. Co ordinating activities with BT and managing the relationship between TMA

and all aspects of BT plc.

Mobile Liaison. Managed the primary interface between corporate users and existing mobile

operators.

Travel and Transport Sector. Responsibility for representing the business and technical

issues of TMA members in this sector to suppliers etc. Also, to drive forward new or

sector specific initiatives and developments.

Cable and New Operator Liaison. Managed the primary interface between corporate users and

new telecomms providers, including PCN operators.

Telebusiness. Established the TMA's Special Interest group in examining all areas of

Telebusiness.

Appointed as Deputy Chairman, for the period July 94 to July 97.

Achievements Include;

Assistance in the creation of Joint Quality of Service Standards for PTO's

Establishment of a Special Interest Group on Telebusiness

Provision of a Forum for User Liaison on Mobile Issues

Formulation of TMA response on the Universal Service Obligation

Establishment of links between TMA and Cable Television Association (now CCA)

(

June 91 to present) Greenbelt Festivals Limited

Director and (previously) Company Secretary for the above, a registered charity working

to promote social justice through faith and the arts. This includes running a large four

day open air festival over each August Bank Holiday for in excess of 25,000 people. It

also runs a permanent office, the Greenhouse on London Wall, from which it co-ordinates

its own and other related activities, including a trading operation for the retail sale of