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leading the field-based Customer Success team, which trains our legal and tax customers in order to maximise usage of our online products and drive customer efficiencies. By delivering exceptional CX, the team is a critical weapon in our battle to combat attrition.
at 05:40 – but I wait precisely 18 minutes before rising to greet the day; those 18 minutes matter! The journey in I’ll spend either reading or watching Eastenders (guilty pleasure!).
about a year ago. Prior to joining the marketing team, I worked in the Ed Ops division of LNUK for 19 years. After studying law at university, I made the very obvious (!) step of pursuing a career in retail, and served many a celebrity in Simpsons of Piccadilly, which was the department store that 1970s sitcom ‘Are You Being Served?’ was based on; the building is now the flagship Waterstones store. I then made the decision to move into publishing, working for a construction and facilities management publisher in Windsor, before landing a role as a sub editor at Butterworths (as we then were). My roles evolved, through Managing Editor to Publisher, culminating in the role of Director of Major Works and Analytical Operations, where I was responsible for developing the operational strategy for all the editorial teams who produce our commentary content across the legal and tax portfolio. My focus was very much on maintaining high quality output, whilst optimising operational processes. Moving to the marketing team has brought me much closer to our customers and the commercial side of our business; having been so involved with the commissioning and production of our content, it felt a natural step to move into the area of the business responsible for selling what we do.
Trains permitting, I’m in the office at 08:10. No two days are alike, which I enjoy. I will invariably spend a portion of my day looking at data, however– I enjoy this as it enables me to see how we are performing against our targets. As with most managers, I spend a lot of time in meetings – these range from showing new starters what the Customer Success teams do and having 1:1s with my team, to working with the data team on optimising reporting.
during a particularly long stint passing proofs for press at the printer, we realised we had been locked in. The head of the plant managed to lift a fence panel and make his escape, whilst the rest of us scaled the wall, only to be met by a sea of bemused faces in the working men’s club opposite. Glamorous it was not.
is not getting my team together more often. The nature of the Customer Success role, coupled with the geographical location of my team means that I don’t get to see everyone as often as I’d like. My team is based all over the country, and the London-based guys are invariably out with customers, so whilst we all get together once a month, it would be great to be able do this more often.
is not only seeing the difference my team makes to customers and, in turn, to our business – but also seeing the impact they have on each other: they are genuinely passionate about improving the lives of our customers by showing them how to get the most from our products, and they are amongst the most collaborative bunch of people I’ve ever worked with.
all I know was that my sole aim in life was to be Debbie Harry; this was followed, somewhat inexplicably, by a desire to become an ice skater even though I’d never been anywhere near an ice rink – I guess I had an affinity with Lycra. At school, we used a rudimentary computer-based system (‘JIG-CAL’) which was intended to match your strengths and aspirations with potential careers; every single one of us got a match to taxidermy...
“You’re never going to excel at everything, but strive to be brilliant where you are good and surround yourself with those who are brilliant where you are not.”
“Nobody’s perfect” Joe E. Brown in ‘Some Like it Hot’
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