CURRICULUM VITAE

Personal Details:Name – Robert Pringle

Address - xx

Telephone Numbers – Home – xx Mobile – xx

E-mail – xx

Personal Profile:I believe that the customer is the most important person served by any business I have worked for. The customer is effectively served by great people and I am fortunate to be in a role central to our people from hiring through to ensuring their first weeks with us are inspiring and educational so that they hit operations with gusto and subsequently growing their learning through product, process, regulatory and soft-skills interventions.

I am authentic, accountable, energetic and inspiring which has always held me in good stead in regard to leading people and working within collaborative cultures. I am open-minded and recognise there is almost always a better way to do things and will explore such opportunities naturally.

I work well within teams and autonomously. I enjoy working within fast paced, dynamic environments and am future focused which supports my drive to add value to organisations I work for.

I have excellent communication skills including public speaking, strong attention to detail and the ability to adapt to and respond effectively to changing key priorities under changing environments. I possess strong relationship management skills and the ability to easily identify areas of consensus.

I strongly believe in personal development of people as evidenced by my own ongoing career and certification achievements – growing people usually equates to happy people in my experience.

Recent Career History and Achievements:September 2015 – Present – Aegon – Learning Manager

I started a secondment opportunity with our learning and development function before securing the role on a full-time basis in November 2015. This has been a fantastic change in career direction for myself which has delivered strong return-on-investment and return-on-expectation for the business through 2016.

Key Responsibilities

- Establish sound learning needs analysis, in partnership with key stakeholders, in order to design learning strategies

- Work collaboratively with people partners and leaders to align development solutions with business priorities

- Develop the guiding principles and frameworks for all elements of learning including product, regulatory, behavioural and soft skills training

- Manage the end to end training cycle via needs analysis, development and design, delivery and staged evaluation

- Manage the administration that supports and develops new recruits and movers to Aegon Digital Services

- Co-ordinate the continued development of our induction programme that scales in line with business growth

- Use technology to create a blended learning approach that is conducive to real, transferrable learning

- Identify and manage relationships with external partners including establishing new contacts and managing existing contracts to ensure return-on-investment

- Hiring great people that will drive forward strategic ambitions

Key 2016 Achievements

- Analysis of customer experience to design and deliver bespoke customer service training to our front-line colleagues, supported by ongoing coaching programme. Customer surveys (Net Promoter Score) now average 30+ points on a monthly basis from previous 10-18 points. Survey response volumes have trebled. Each of the nine staff training roll-out groups evaluation score was 95%+. I was delighted for my endeavours to be recognised by Aegon UK’s CEO, Adrian Grace and Rian Brus, Global Customer Strategy Director.

- The analysis work above highlighted that much of the caller traffic could be negated if our supporting website was more intuitive to customer requirements. I have managed the development and implementation of a suite of web journey support videos that seek to educate our IFA, Para-planner and Workplace populations on those journeys that create the most pain-points. The effect of these has been tremendous, not only for our customers but for our front-line colleagues who use the videos to complement their calls and also our field colleagues who use them as part of their site visits. Our R.O.I. is currently £400k savings for the eight videos created thus far as this is how much external marketing and branding companies would charge Aegon for similar video suite delivery. Again, senior stakeholders have recognised this achievement, including Adrian Grace and Chris Hubbard, Head of Platform Retail.

- Overseer of our new-start induction programme that ensures our new staff and movers receive the highest quality of learning to take forward into their roles. I have secured a working relationship with Scottish Credit and Qualification Framework body in order to secure accreditation for our induction programme which means we will be the first in the financial services sector to have achieved such commendation via SCQF body and Napier University.

- I introduced quarterly staff testing through online modular reading and testing which ensures ongoing staff competence is assured and our customers can be confident that they are in the hands of highly skilled people.

- My team engage in risk and regulatory work and my favourite showcase example is when I overseen the establishment of our own bespoke CASS video training and evaluation to ensure we remained compliant without the need for external licensing. R.O.I. outcome is that the material replaces former external licensed material @ £35k per annum and newer licensed material @ £5k per twenty licenses equating to circa £50k per annum for our floor population.

- I overseen the successful learning roll-outs to a population of 1208 over 2016 which was an excellent achievement for a team of six including myself. Much of this learning was designed bespoke to meet a range of different audience needs. For example, Edinburgh based groups of I.T. consultants were so impressed with their learning experiences that international colleagues from this sector reached out to me from which Skype learning was delivered to U.S. and Dutch colleagues.

- I am a big believer in personal growth and development, demonstrated by my own accreditations such as Modern Apprenticeship in Management Level 4 (SCQF Level

9 = Ordinary Degree) and CIPD backed Learning & Development Practitioner Qualification achieved though night college. I aim to have achieved ILM 5 in Coaching and Mentoring by end Q1 of 2017. I have supported my team through similar accreditations aligned to their own career paths and development plans and we also supported our wider department development via the sign-up support of circa 60 colleagues to Modern Apprenticeship programmes (Management Level 3 / Providing Financial Services Level 3)

- I achieved an appraisal award of a perfect “1” for my second year within Aegon which followed up my first year’s “2” award very nicely – a great recognition of my focus and hard work.

- I have been selected to be one of two representatives that will collect an Aegon award at The Hague for being “The most customer centric team of 2016” which is a fantastic conclusion to the customer experience enhancement programme I designed and delivered.

November 2014 – September 2015 - Aegon – Platform Ops Manager

Managed front-line team for four months, driving key performance areas and supporting our Sales colleagues in maintaining successful key relationships.

I accepted the opportunity to successfully manage our Workplace Pensions team after four months in role, working with a variety of key stakeholders internally and externally to ensure work-schemes of varying sizes land on our platform successfully.

I achieved an appraisal award of “2” for my first year within Aegon which made me very proud and confirmed my decision to move to Aegon as employer of choice was the correct one.

November 2008 – November 2014 – Scottish Widows – Team and Continuous Improvement Manager

Responsibilities:

Management of a variety of different teams, ensuring performance and engagement levels are maximised.

Ownership of department engagement results and action-planning.

Control and risk appetite analysis and reporting for business unit.

Recruitment and attrition including exit and stay interviews for current staff.

Communications Management.

Reward & Recognition Programme management.

Promotions programme management including new role assessment creation and interviewing.

Coaching for performance and customer journey.

People forum management

Volunteering programme management

Achievements:

Management of three different teams over year with remit of improving performance results and engagement. All three team’s performance areas significantly improved on areas such as retained customer level, efficiency, complaint levels and fair customer outcomes. Team engagement tracked monthly with all teams reporting significantly higher engagement levels when compared to sampled scores prior to my arrival.

The successful implementation of a new and improved culture. I was responsible for employee engagement results for 2013 and was delighted to report a 21 point increase across the three main indices leading to our highest department score since its inception seven years ago. My personal contribution to this was through the ongoing communication of local action-planning activity and results, managing the recruitment programme to ensure the right people joined our business, managing staff attrition through owning exit and stay interviews to establish trends of what our staff like and dislike about our culture with subsequent recommendation reporting, the management of our communication programme management of interim promotion processes and management of reward and recognition programme. I will be driving the ongoing communications of the brilliant 2013 results and action-planning programmes through 2014 to build on this success and drive colleague excellence even further.

I was our area’s central communications manager to ensure all messages were informative, clearly understood, cascaded through appropriate channels, relevant and timely. I have delivered a range of communication cascades via different mediums such as e-mail newsletters, weekly power-point round-ups, group presenting through fun forums such as speed-dating and ensuring our area is effectively represented in Scottish Widows publications. The engagement results and interim staff feedback proved that my approaches were effective and making a difference to colleagues.

I spent most of Q4 2013 analysing our customer quality model and its application in conjunction with sampling hundreds of calls. This work highlighted to me that there were issues around consistency of call-scoring and that our aim to have great customer conversations still fell short of where we wanted to be. My pilot work created new structure and approaches to conversations which has successfully increased team scores month-on-month and engaged colleagues enough to motivate them to want to do better by their customers. 2014 will see me share my approaches and results with the wider department for replication which is very exciting and rewarding.

As a result of the above work, I managed the overall department’s quality model including customer experience trends and recommendations, technical accuracy, call-score appeals process, call-scoring consistency forums and ensuring monthly volume targets are achieved.

I also managed controls to ensure our department’s work does not breach risk appetite. This involves monthly auditing sampling of a variety of work-streams such as complaint raise volumes, data input quality and fair customer outcome sampling and production of monthly reporting packs with trends and recommendations.

I have managed a wide variety of teams during my five years with S.W. and 2013 was no exception to the rule when we delivered against all core targets, notably, a £108m retained benefit. This is down to my strong people focus which allows me to demonstrate effective performance management from interview to exit, coaching for performance, role-modelling of values to engage and motivate colleagues and peers and ability to multi-task the management of both team and project tasks.

January 2000 – November 2008 – Standard Life Bank – Mortgage Customer Relationship Manager

I performed a range of diverse management roles in my time with Standard Life all with a view to ensuring we were increasing our share of targeted market segments.

Achievements:

My team achieved the highest direct customer mortgage conversions in 2007 which gave me an enormous sense of pride.

I managed an e-commerce team which was responsible for building, servicing and developing our online mortgage capability against service-level agreements. One notable success story was the increasing intermediary use of online applications from 3% at beginning of 2005 to 26% by March 2006 through education, support and our successful relationships with our field account managers.

I managed a mortgage retention team which successfully retained 33% of our contacts in 2007 against a target of 20% for which I received a personal award certificate at that year’s annual awards ceremony.

I managed a key relationship with our colleagues in Marketing to develop and increase our market share of the first time buyer and professional markets. The subsequent success of this relationship which seen us become a recognised provider in this field seen other similar segmented approaches to our mortgage book which made me proud.

April 1989 – January 2000 – Bank of Scotland - Retail

I carried out a variety of different roles during my time with BoS and have identified the following three as being the main roles I performed and enjoyed.

Responsible for the management, development and motivation of a small retail unit of 4 staff with our joint responsibility being to sell and cross-sell a variety of financial products to the customer base we were geographically and demographically aligned to.

Vast experience of being on the selling side within the branch network which secured my promotion to the above role and more importantly, has allowed me to support my teams in my management capacity as I strive to look at things differently and support my people with approaches and styles I would adopt if I were in their shoes.

I also had vast experience of running business cash areas and as a result, spending two years in a trouble-shooter role, spending time in branches across Scotland with the aim of reducing weekly / monthly anomalies

Qualifications:

SVQ in Management (SCQF Level 9) – November 2016

Certificate in Learning & Development Practice (QCF) – Level 3 CIPD – July 2016

Cognitive Behavioural Therapy Diploma (International Association of NLP and Coaching) – May 2016

UK Financial Regulation (Chartered Institute of Investments & Securities) – October 2015

FA1 Life Office Administration (Chartered Insurance Institute) - March 2010

FA2 Pensions Administration (Chartered Insurance Institute) - September 2010

Associateship of Chartered Institute Bankers in Scotland - April 2005o Introduction to Financial Serviceso Financial Services Sales Managemento Call Centre Managemento Business Accountingo Mortgage Lendingo Practical Bankingo Law of Banking

o Financial Economicso Marketing Financial Serviceso Principles of Managemento Customer Relationship Management

Diploma in Call Centre Management - June 2005Diploma in Customer Relationship Management - December 2005

3 Highers (English, Modern Studies, History) - June 19875 ‘O’ Grades (English, History, Modern Studies, Biology, Arithmetic) - June 1985

Interests and Achievements:I enjoy playing electric guitar and aim to learn a new song every week. I love film and own an extensive catalogue of movies covering most genres and eras. I like reading and prefer fact-based writings such as historical accounts, autobiographies, film and psychology. Actively, I like to run, cycle and swim. I love fine foods and wines whether it be entertaining friends and family at home or eating out.