Head of
Service Quality
I build quality systems in service: the standard, the scoring, the feedback loop and the audit. I work with numbers rather than impressions, and I measure the effect of every amendment to the standard. Documentation quality is part of the same job: if a policy contradicts a training course, the agent will still answer wrongly no matter how often you score them.
A quality standard that did not exist before
I wrote the service quality standard from scratch: more than forty versions, with the effect of each amendment measured the following week. Quality against the standard rose from 54% to 85% and stays inside the target band, rather than having been hit once.
- Full weekly sampling of conversations, not a spot check
- Sixteen parameters, scoring automated
- Individual feedback for every agent, plus formal assessment
- Linked to pay: the score affects the payout
The standard also spells out what is usually left unwritten: when a parameter is excluded, how block weights are redistributed, and what is suspended during a major incident. Without those rules scoring starts punishing people for circumstances.
Customer satisfaction
- In the current role from 42% to 94% against a target of 80%, with survey coverage of about four per cent
- In the previous role from 65% to 90%, with detractors down from 20% to 3-10%
- Complaints fell by an order of magnitude; vulnerability claims are now settled in 3 days instead of 14
- A single metric system: quality, customer effort, voice of the customer, integrated with company analytics
Conformance with standards
I ran a gap analysis against ISO 18295 across twenty-two clauses with an honest split: seven requirements closed, eleven partial, four gaps named outright. That kind of analysis is more useful than a report where everything is green.
Internal auditor for ISO 9001:2015; I ran a full audit of the sales process end to end: preparation, document checklist, report, corrective action report. ABPMP member.
Documentation quality as a job of its own
I designed a single source of knowledge that produces twenty-three policies, ten training courses, a bank of 284 questions and a public FAQ section. The links are formalised: an amendment to a rule reaches the policy, the course and the test.
- An audit gate in Python with eight blocking checks: no document is published without an audit stamp
- Full-set audits for contradictions between documents, rather than proofreading one at a time
- Updates run through a four-loop pipeline so that a rule does not drift apart across carriers
Processes and sources of friction
I compiled a register of the company's critical processes: thirteen processes, eight of them crossing several departments. A founders' dashboard on thirteen metrics, each with an explicit link to money.
Diagnosing sources of friction showed that a third of contacts came from supplier quality rather than from how service worked. That changes the decision: fixing it upstream is cheaper than hiring people to handle the consequences.