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I am the Head of Contact Centre here at Affinity Water and it’s my ten-year anniversary this year (2025). ​ ​ I’ve worked my way up to this role since I first joined the business as an Operational Contact Centre Advisor, then a Business Performance Manager, and finally before this role - Business Manager. ​ The key to being successful in my role includes being versatile in my working day, as it can change quite rapidly, and I need to be able to flex to these needs. One moment I could be looking at a long-term strategy, and the next I’m assisting with a reactive event on standby out of usual business hours. Alongside this, it’s essential to be people resourceful. Networking with people around the business will always be one of the best tools you can have in your bag, and you’ll be grateful to have such connections when you need them! ​ The pace I’ve been able to progress at within Affinity has been such a highlight for me, as well as the variety of roles I’ve been lucky enough to work in. I’ve worked on some great projects with amazing people and that’s what keeps spurring me on for future development. It’s a great company to work for with so many opportunities!

I am the Performance Transformation Lead at Affinity Water, working in the Technology and Transformation Team. I first joined in 2011 and I’ve progressed through a number of roles in the company to reach this one including Senior Project Manager, Continuous Improvement Lead and Service Delivery Manager. Joining back in 2011 turned out to be a pivotal moment for me, it wasn’t part of a long-term career plan and I felt I wouldn’t be here to stay. I had the benefit of being able to develop in my career and figure out my strengths and weaknesses as I progressed. ​ When thinking about tools that have helped and continue to help me on my career journey, the Lean Six Sigma toolkit comes to mind. It’s flexible, can be applied to pretty much any situation and manages to stitch together a very results driven approach with real focus on value for customers. ​ I think a legacy I’d like to leave is to work with facts, not feelings. If something matters to us as a business, we should probably measure it, understand how it works, and find out how to get the best out of it – and learn how to fix it when it breaks!