• United Kingdom

Paul Belliss B.Sc. MBA

Operations And Customer Service Director And Consultant

Summary

  • Knowledgeable and experienced Senior Operations and Customer Service Director and Consultant.
  • Multi-sector experience, specialising in healthcare, insurance, employee benefits , contact centers.
  • Expert applying best practice within mature and growth markets, credible employment history.
  • Proven record setting-up, managing, sustaining, turning around, improving business performance.
  • "Starter, finisher" strategic yet hands-on and collaborative, effective directing and motivating teams.
  • Board-level experienced with strong leadership skills and effective nurturing talent.
  • Highly regarded by clients, peers, colleagues as a credible, self-starter who gets things done.
  • Available following regulatory change impacting current employer, comes with strong references.

Employment Summary

2015PresentAetna / GlobeMed (Seha TPA), QatarOperations Director
20122013NHS England, UKConsultant & Programme Manager
20102012Aviva, UKConsultant & Project Manager
20082010FirstAssist (Barclays), UKOperations Director
20072008Allianz Worldwide Care, MENA and AsiaHead Of Operations
20032006Camelot, UKConsultant & Project Manager
19982003BUPA Middle East, KSAOperations & IT Director

Objectives

  • Seeking leadership opportunity utilizing proven operations, service and project skills and experience.
  • Open to permanent and interim positions, domestic and international roles considered.

Work History

Work History

Operations Director   (BPO / TPA / Healthcare / Insurance / Claims)

Apr 2015 - Present
SEHA TPA (Aetna / GlobeMed), Qatar

SEHA TPA is contracted to administer healthcare benefits offered by the State of Qatar to its nationals. Reporting to the COO, and tasked with strategically reviewing, structuring, streamlining, and increasing discipline to elevate productivity and service delivery to the next level. Full KPI and SLA responsibilities. Handling approx. 200,000 eClaims per month from a network of 220 direct billing providers; leading team of 50+ staff comprising Doctors, Nurses, Dentists and Claims Assessors along with Medical Coding and Network Professionals. Joined under challenging circumstances with KPI and TAT indicators under pressure. Effected turnaround around within 5 months following planned and integrated change.

  • Strategic review of operations, identifying quick wins, integrated and multifaceted change, and a transformation roadmap.
  • Designed and launched reporting dashboard, tracking key metrics against team and individual performance objectives and providing insightful business intelligence.
  • Redesigned organisation, effected a high-performance culture, and established clear accountabilities across the team.
  • Developed evidence-based forecasting and capacity models to align headcount to volumes, and to ensure realistic targets for team members.
  • Devised and implemented strategies to strengthen policy, procedure, controls, and employee capabilities.
  • Collaborating with third-party consultants from Accenture, adopted risk-based approach to mitigate control deficiencies and improve claim review consistency.
  • Streamlined process, systems, increased automation using rules based technologies:
    • Achieved 78% auto-adjudication in Dec 2015, and improved processing accuracy.
    • Secured ongoing Turn-Around-Time reductions from 20 to 16 days in Claims.
  • Collaborated to establish QA organisation, aligning independent Quality assessments in Claims and Provider Relations to individual performance management.
  • Core member of client management team, and participant in regular governance and proposition development discussions.

Business Consultant (Interim)   (Healthcare / Contact Centre)

Nov 2012 - Oct 2013
NHS England, UK

Reporting to the Policy Director with accountability to other senior stakeholders. Enabling radical changes taking place in the NHS, against a backdrop of aggressive timescales. Briefed with developing a contact strategy for NHS England, and implementing a greenfield contact centre operation servicing general enquiries, complaints, and freedom of information requests from multiple sources including the general public, journalists, MP's, other regulatory bodies. Full start to finish responsibilities to effect a complex, challenging, and high-profile transition.

  • Multi-tier / multi-channel operating model devised and implemented:
    • Start to finish within 4 short months in order to achieve mandated deadlines.
    • Forecasting approx. 200,000 annualized cases by email, telephone, and postal channels.
    • Integrating 29 locations, and harnessing in-house and outsourced resources.
  • Adopted strategic approach under Prince2, prior experience used to achieve aggressive deadlines.
  • Strong stakeholder management to agree scope, and secure buy-in to approach.
  • Rigorous governance and administrative compliance adopted.
  • Selection of BPO partner including terms and service agreement negotiation.
  • Business process design, and delivery of systems, technology, telecommunications, agent scripts, and general office facilities.
  • Organisation design, drafting role profiles, capacity planning to ensure alignment.
  • Oversight of change management including recruitment, training, and internal communications.
  • Tracking quality and performance measures until handover to the substantive team.

Business Consultant (Interim)   (Pensions / Annuities / Contact Centre)

Aug 2010 - Oct 2012
Aviva (Bulk Annuities), UK

Trusted adviser to a collegiate Business Delivery Team and the Divisional Director. Hired to provide operational expertise to guide and deliver focused business change. Responsible for initiating, shaping, and expediting a stream of 8 initiatives collaborating with actuarial, administrative, call centre, and systems colleagues. Prince 2 Setting.

  • Ensuring timely and on budget business outcomes to agreed quality standards.
  • Streamlined Operations using Systems Thinking Method in order to focus upon customer needs and wants:
    • Zero increase in contact center costs despite growth totaling £1.1bn in 2011.
    • Approx. 35% "Promoter Score" improvements enjoyed in 2011.
    • £25m held reserves released as a direct consequence of changes implemented.
    • Coordinated bid for flagship £1.3bn scheme using re-engineered process.
    • Division exceeded £1bn sales for the first time in 2011.
  • Cleared backlog (aged 5 years and over) of scheme members still to be incepted.
  • Led a proposition development project to open up a £500m annualized market.

Operations Director (Interim)  (BPO / TPA / Insurance / EAP / Healthcare / Legal Services / Contact Centre)

Aug 2008 - Feb 2010
FirstAssist (Barclays), UK

Reporting to the CEO with leadership accountabilities for a large service delivery team comprising Lawyers and Counsellors, Call Centre, Medical and HR Professionals.  Provider of branded services through 24x7 high-volume contact centres to prestigious partners including IBM, RSA, and BMA. Full P&L and KPI delivery accountability, and specifically tasked with devising, initiating and delivering integrated productivity, service, and growth strategies. Part of the senior leadership team with an additional brief for client relationship management and QA.

  • Saved £400k+ p.a. by strategically aligning capacity (ERLANGC) to growth forecasts.
  • Implemented data based approach to manage Operations using bespoke dashboards.
  • Devised and implemented strategic plan, transforming Healthcare and Wellbeing Operation:
    • 2 core service metrics improved by 16.6% and 14.5% respectively.
    • Estimated £100k p.a. savings by establishing a "preferred" associate network.
    • Proposition enriched by models quantifying impact of clinical interventions.
  • Devised and implemented strategic plans, overcame sensitivities in the Legal Team:
    • 2 core service metrics improved by 37.1% and 25.9% and cost per call by 13.2%.
  • Introduced to client to remedy a difficult business relationship, positive impact:
    • Renewal of £750k+ p.a. contract, secured additional business opportunities.
    • Helped win £250k p.a. contract providing Legal Expense claims handling.
  • Managed the implementation of an online legal solution for affiliate clients:
    • Branded solution completed on budget / schedule. High customer satisfaction.
  • Returned HR advisory service to profit; after process change, contact renegotiation.
  • Developed £1m p.a. in revenue by establishing a BPO travel claims handling service.
  • Ongoing maintenance and renewal of ISO 9001, and new ISO 27001 accreditation.

Head Of Operations (Interim)   (Healthcare / Insurance / Claims / Underwriting / Contact Centre)

May 2007 - Aug 2008
Allianz, Middle East / China / South America

Responsible for strategic direction and KPI delivery across this international health insurance business. Providing a global proposition to prestigious group clients, and high net worth individuals. Service delivery in 5 core languages from a central hub in Ireland. Leading 120+ team through 6 direct reports. Reporting to GM, part of the senior management group responsible for strategy and overall business direction.

  • Servicing prestigious clients including Goldman Sachs, Daimler Chrysler, Cartier, Qatar Airways. 
  • Superior service contributed to 97% client retention within a competitive market.
  • Reversed negative perceptions by transforming the policy application operation:
    • 100% new individual policy applications processed and underwritten in 24 hours.
    • 29% reduction in inbound email volumes.
    • 60% of email correspondence closed same day, 100% in 24 hours.
  • Effected change, absorbed 35% contact centre growth without additional headcount:
    • Servicing 3,000 weekly calls, 98.8% answered in 10 seconds with 0.6% abandoned.
  • Identified and addressed risks to the flagship "Clear To Zero" claims proposition.
  • Launched new claims handling and customer service operation in Dubai.
  • Drove down medical costs in Hong Kong and China; TPA contract negotiated.
  • Addressed maternity anti-selection in Far East markets, initiated product / procedural change.
  • Smoothed relationship with key brokers in Europe, Middle East, Asia and South America.
  • Engaged global intermediaries to improve service, and ensure ongoing strategic alignment.
  • Launched independent quality assurance team to promote and enable superior service.
  • Gap analysis of competitor on-line services; used to shape strategic future direction.

Business Consultant (Interim)   (Gaming / Contact Centre)

2003 - Aug 2006
Camelot, UK

Camelot is licensed to operate the UK National Lottery within a highly regulated sector. An extension was granted in 2002 which mandated the service be enhanced through the provision of internet, digital, and mobile service delivery channels. Reporting to the Customer Service Director, and tasked with launching a multi-media support centre to handle contacts from users of these new channels.

  • Advised, shaped, built and scaled a new multimedia contact centre for Camelot.
  • Reduced volume of contacts received by the contact centre by 15%+ (4,600 monthly).

Operations & IT Director   (Healthcare / Insurance / Claims / Underwriting / Contact Centre)

1998 - 2003
BUPA Middle East, Saudi Arabia

Reporting to CEO with broad accountabilities, and leadership responsibilities for a large diverse team comprising medical, administration, and customer service staff. Strategic yet hands-on role with full KPI delivery responsibilities. Tasked with launching this new venture against a backdrop of aggressive time-scales. Member of Directors Team that launched and grew the greenfield venture to 140,000+ members within 5 years, and built the foundations for exponential growth in future years following implementation of regulation in KSA. Board and customer relationship management accountabilities: pre and post sales.

  • Formal capacity planning aligning headcount to growth and process innovation.
  • Recruited, trained, grew a multinational, bilingual team; met Saudisation targets.
  • Continuous improvement and automation of business processes:
    • Enrolment, pre-authorization, claims review, customer service.
  • Turned around a chronic claims backlog which exposed BUPA to reputational risk.
  • Handling 2,700+ claims per day, delivering experience contributing to 90% renewal.
  • Reduce claims processing costs by 60%, medical costs by 5%; SAR 6.78m p.a. total savings.
  • Streamlined new business sales operations; 30% increase in prospect facing time.
  • Member of Underwriting Committee; ensuring profitable growth and operational alignment.
  • Helped secure and incept largest bank in Saudi Arabia; 18,000 new members added.
  • Instigated debt chasing, proactive management. SAR 4.1m+ collected in first 6 months.
  • Established quality audit processes identifying employee, provider, member fraud; initiated procedural change to mitigate risks.
  • Deputy MD responsibilities during periods of absence.

Education

Education

MBA

1992 - 1996
Sheffield Business School, UK

Specialising In Operations Management

B.Sc. Computer Science

1981 - 1984
Sheffield University

Specialising In Business Process Analysis & Design

Other Details

Married, One Adult Daughter

References and details of early career available upon request