Dave Matson

Founded The Change Consultant Ltd, utilising my extensive knowledge built throughout my experience working across Retail and experiencing first-hand the impact change activities have on colleagues, customers and the organisation. Focusing on key change areas including: • Change Management: Utilising first-hand experience, coupled with established methodologies such as Kotter’s 8-Step Process or Senge’s system thinking model to ensure programmes are planned and executed to maximise effectiveness and engagement. • Operational Efficiencies & Process Improvement: Bringing structure to how organisations drive operational efficiencies, by first having a strong foundation of Business Process Management and then introducing LEAN principles and methodologies including route cause analysis and value stream mapping by operating the PRIDE method to bring teams on a journey of process improvement to drive efficiencies and increase engagement. • Employee Communication & Engagement: With first-hand experience in building a communications team from the ground up within a retail environment. I understand the challenges of reaching

Completing qualifications in both LEAN and Change Management to Practitioner level as well as taking some time to reset.

Led Harrods’ Customer Support & Operations division through an extensive transformation programme to redefine how Customer Support operates ensuring they have the best operating model, technology and processes to achieve the vision of providing an unparalleled experience. Through strategic changes, improved all SLAs, including reducing average first response times by 75%, from 4 days to 1 day, and full resolution times by 70%, from 10 days to 3 days. Additionally, enhanced our communication methods by introducing live chat, WhatsApp, and call-back functionality. People • Cultural transformation: Building a new culture of ‘be genuine, be human, be worth connecting with’, bringing all teams together with one mission to bring the best experience to our customers. • Organisation Model: Built an organisational structure, focusing on putting people where it matters and giving them the autonomy to succeed in the role and have a clear progression path. By reducing management layers, introducing key roles such as Trainer/Coach, Lead Advisors, CI Manager as well as ensuring each role has the appropriate authority to make decisions on customer outcomes. • Coaching & Training: Bringing a structured approach to how we launch and embed change, with dedicated resources focused on the individual and how we best equip, guide and mentor them through a process of continuous learning and improvements based on real-time activity. • Onboarding an outsourcing partner: Introducing an outsource partner to provide a consistent level of service through peaks and troughs in customer demand and to cover any loss due to internal recruitment, sickness etc. Process • Customer First, Human Approach: Reviewing all processes with a Customer First approach. Looking at the clarity of process, and frequency of use. This resulted in key changes across our entire decision matrix, putting the final decision in the hands of Customer Support rather than the brand lead. • Process Library: Having clearly defined processes for internal use, with customer-facing AI led guides to reduce the need to contact using NICE solution. • Removing distractions: Build a road map of CI to automate processes where possible to reduce the need for human interaction and reduce processing time. We successfully launched the automation of returns reducing the total processing time from an average of ten days to below five and removing the need to convert points into cash reducing the need for customers to contact Customer Support. Technology • Integrated Case Management: Transitioned the case management system from Zendesk to SAP enabling integration to the CRM database and providing additional insight and service improvements including speaking to the same agent when calling into the contact centre through telephone number matching and call flow bypass for our VVIP clients and internal teams. • Introduced Channels People Want: Introducing Sinch enabling Live Chat and WhatsApp integration on Harrods website giving customers the ability to contact Harrods through the channel they prefer, improving agent productivity by utilising concurrent chat handling. • Productivity is key: Introducing workforce management technology across the contact centre to ensure resource is in place when required to maximise productivity and ensure a consistent level of service. Also allowing key coaching points for advisors as part of continued learning.

Established a new central commercial operations division from the ground up and managed the seamless integration of essential functions, encompassing internal communication, data analytics, continuous improvement, compliance, project management, and transaction support. Key Achievements • Revolutionised Internal Communication: Introduced an innovative communication framework enhanced by cuttingedge channels. Utilised tools such as Poppulo, Yammer, Microsoft Teams, and the Intranet, providing frontline teams with direct access to essential business communications. This enabled us to convey our business strategy to specific teams through a clear and relevant narrative tailored to their roles within the organisation, covering all levels, including the C-suite. • Launched Virtual Concierge Service: Spearheaded the inception, development, and successful launch of a groundbreaking Virtual Concierge Service (renamed Personal Shopping post-store reopening). This pioneering initiative facilitated virtual appointments for global clients, resulting in an astounding £150 million in sales within the initial three months of operation. • Established Continuous Improvement Framework: Empowered front-line teams to contribute feedback to the overall commercial operations strategy. This framework involved regular workshops, suggestion schemes, and feedback loops, fostering a culture of ongoing improvement and innovation. By integrating team insights into strategic planning, we enhanced operational efficiency, identified and resolved pain points promptly, and continuously refined our service delivery to exceed customer expectations. • Change Management and Business Process Standardisation: Established a robust Change Management/Business Process Management function aimed at standardising processes. Set up a comprehensive Change Management framework, including stakeholder analysis, communication plans, and training programmes. Introduced standardised SOPs, process mapping, and a BPM Lifecycle to ensure continuous monitoring and improvement of processes. This transformative initiative significantly bolstered consistency and enabled our front-line teams to devote more time to addressing customer needs.

Pioneered the establishment of the Retail Services division at Harrods, strategically integrating essential services under a unified vision and strategy. This initiative resulted in significant growth in both revenue and customer satisfaction. Successfully streamlined operations, enhanced customer engagement, and introduced innovative service offerings, contributing to Harrods' reputation for excellence and driving sustained business growth.

Led a pan-European team providing consultancy services to retail brands, focusing on sales development, in-store experience, and asset management. Collaborated with businesses across various markets to enhance their retail performance, optimise customer engagement, and manage assets efficiently. Successfully developed and implemented strategies tailored to each brand's unique needs, driving growth and operational excellence throughout the continent.

Working within Debenhams for 10 years, I worked across multiple locations and roles, including Central Retail Operations and Senior Store Management positions.