Christopher Handsley has over 15 years of experience in change management and project management within the financial services sector. He is currently a consultant at Lloyds Banking Group, where he has created and delivered service excellence programs to improve customer experience. Prior roles include operational excellence delivery consultant, where he led projects utilizing Lean and Six Sigma methodologies to resolve business problems. He holds a Green Belt certification in Six Sigma quality methodology.

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C H R I S T O P H E R J H AN D S L E Y
PERSONAL SUMMARY
An experienced change managementconsultantand projectmanager within the financial services sector, I have
proven ability in delivering effective change and customer impovement (Systems thinking, Lean & Six Sigma). I
am at ease engaging with people atall levels within an organisation and orientate them to look at their b usiness
through a different lens.
EXPERIENCE
Lloyds Banking Group, Chester, England. May 2003 – Present.
Customer and Colleague Experience Manager, COO, Group Operations. Apr 2014 – Present
Responsibilities
Service Excellence is a - Systems Thinking based - culture and improvementchange programme. It is designed
to change the way we think about and work ‘the work’, placing the Customer back into the heart of Operations. It
takes a systems view of the organisation to identify and take action on the key conditions (and thinking) which
are driving the current performance.
Key Achievements
 I am currently the consultant across Credit Operations in Chester (c400 colleagues). I have created,
delivered and facilitated 6”Service Excellence” orientation sessions for all levels of colleagues. I
continue to support2 proof of conceptteams which cutacross organisational boundaries to improve the
end to end customer experience.
 The Proof of concept team and I have redesigned the telephony call model. This is currently being
rolled out to (c.1400 colleagues) Credit Operations telephony colleagues. Data has proven this will
improve customer experience,colleague moral byremoving internal compliance “tick box” exercises”. It
will also increase operational efficiency(Failure demand) and remove the fear of failure for colleagues.
 The proof concept teams Management roles have changed due to our findings and subsequent
recommendations. The Enabler role replaces traditional management work by spending more time in
the work with the focus switched from “Managing the people” to improving the system for customers
and colleagues.
 41% of calls in BAU mortgage collections fullyresolved customer calls,59% were ether passed back as
the customer needed to do something else or passed on for another person to complete the process .
The new methods developed by the collections POC teams have increased fully resolved calls to 69%
+28%
 By challenging internal policy against FCA regulations, POC led to the removal of additional customer
processes that were not required. Calls have reduced by c1600 calls per month (11%).
 New methods created by the interest only & end of term mortgage POC team has increased fully
resolved calls from 5% to 65% and failure demand back into the system has reduced by 15% from 74%
to 59%
Operational Excellence Delivery Consultant, Organisational Change, Strategy & Operational
Performance Group Operations Dec 2010 – Apr 2014.
Responsibilities:
Led and delivered projectbased improvementactivity focused on resolving business problems utilising Lean and
Six sigma methodologies and tools. Mentoring & coaching managers on Six Sigma Green Belt accreditations
Key Achievements
 The successful migration of all Litigation, Eviction & Back office mortgage processes (c.600) from 3
sites into 1. This involved a lengthy process from the sensitive scoping ofexiting sites to the eventual lift
and drop into the Chester operation (c 300FTE)
17 Lightfoot Street, Hoole, Chester, Cheshire, CH2 3AN
07780379641
Key Highlights at: https://uk.linkedin.com/in/christopher-handsley-7aa853120
E-mail handsleyt@googlemail.com

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 Green belt six sigma lean accreditation achieved. I discovered 3352 customer accounts were held on IT
with no customer contact since migration (9 months) with a balance of c. £352 million. User groups
conducted & processes rolled out, governance, risk reporting, rectification (£2.35million) all conducted
as part of project. Defects improved from 2.4 to 3.2 (Using Six Sigma score)
 The merger of HBoS and Lloyds TSB led to the harmonisation of 156 Lloyds and HBoS credit
operations polices. I scoped, tested and collaborated with stakeholders to produce harmonised
methods, processes and policies for the operations which resulted in an aligned LBG approach
 Facilitation of user groups and Implementation of Lean and Six sigma tools into Credit Operations
teams Inc. user groups, timings, workflow boards, FMEAs, SIPOCS etc. To aid a stable & structured
back office environment
Duty & Compliance Manager, Collections and Recoveries, Credit Operations. Mar 2005 – Dec 2010.
Reporting to the Senior Manager of Collections & Recoveries Operations Chester, my role was responsible for
the Management of the Duty & Compliance team (6 FTE)
Key Achievements
 Fully supporting the day to day running of the Unsecured Collections operation consisting of c.380 FTE
across 3 UK based locations,servicing high street brand names such as Lloyds , TSB, Halifax, and the
Bank of Scotland. Cut down to its basics, the component of the role is about making sure we have the
right number ofColleagues readyto answer the phone at the right time, within Customer expectations.
My team had a proven track record for delivering business SLAs including inbound abandon rates,
outbound dialler penetration, department shrinkage targets etc.
 I was Building incident co-oridinator for Credit Operations Chester managing a team of business unit
representatives, fire marshals & first aiders in the event of a crisis incident where an evacuation or
invacuation was required. Scenario testing and de-brief were conducted regularly
 I was Business continuity manager for Credit Operations compiling business critical activities that
needed to be maintained if the building failed and the disaster recovery site needed to be used. The
role included FTE requirements, mapping software, prioritising functions using risk based framework.
 Risk management stator training reporting on % completed, risk assessments/sampling on conduct
issues Inc. DPA,
 Downloading dialler files and running dialler campaigns (Avaya) monitoring dialler performance (RPC
rates, speed, abandon rates)
 Leadership of team through removal of roles within Chester, ensuring that colleague anxieties were
addressed in a timely manner and that business objectives were delivered whilstmeeting our business
as usual planning requirements.
Collections Specialist, Collections and Recoveries, Credit Operations May 2003 – Mar 2005
EDUCATION AND TRAINING
 A Levels and Chemistry (B), Geography (B), History (A), Pendleton College (1996)
 6 Sigma Quality methodology(Green Belt – Cardiff University)
 Mentored by Vanguard consultants in the work using systems thinking theoryand methods
 Fully trained in Facilitation, negotiation, presentation, leadership, influencing, and risk
 Fully trained on Microsoft office suite including PowerPoint, Excel, Word and Visio
INTERESTS
As my daughter is now at University I like to travel and see other places of interest either historical or for their
natural beauty. I have a season ticket at Manchester city (my granddads fault) and have done since I was 11
where I regular catch up with Dad and brother who now live 40 miles away.
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