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Simon Dawson

Head of Commercial Development

Managing Director - Legal / Financial Services

Cambridge, United Kingdom

Section title

Simon Dawson's Email Addresses & Phone Numbers

Simon Dawson's Work Experience

National Accident Helpline

Head of Commercial Development

November 2015 to Present

Slater Gordon Solutions

Commercial Director - Motor Services

September 2012 to November 2015

HCML

Chief Operating Officer

October 2010 to September 2012

Simon Dawson's Professional Skills Radar Chart

Based on our findings, Simon Dawson is ...

Easygoing
Leader
Communicator

What's on Simon Dawson's mind?

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50% Left Brained
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Simon Dawson's Estimated Salary Range

About Simon Dawson's Current Company

National Accident Helpline

Accountable for commercial innovation and development of new schemes. Specifically focused on delivering an ethical and compliant approach to marketing a broader base of legal services through multiple channels.

Frequently Asked Questions about Simon Dawson

What company does Simon Dawson work for?

Simon Dawson works for National Accident Helpline


What is Simon Dawson's role at National Accident Helpline?

Simon Dawson is Head of Commercial Development


What is Simon Dawson's personal email address?

Simon Dawson's personal email address is si****[email protected]


What is Simon Dawson's business email address?

Simon Dawson's business email address is s****[email protected]


What is Simon Dawson's Phone Number?

Simon Dawson's phone +44 ** **** *349


What industry does Simon Dawson work in?

Simon Dawson works in the Legal Services industry.


About Simon Dawson

📖 Summary

I am an ambitious commercial leadership specialist, with a strong relationship development and operation delivery capability focused on performance and financial optimisation. Working at a senior level, I have focused my skills to enable me to identify, develop and articulate commercial initiatives in order to drive growth and shared success. An extensive and broad understanding of developing solutions in business process outsourcing and claims fulfillment in the motor, health and telematics industries, enables me to fully understand and translate opportunities for commercial delivery and collaboration. Key to all my appointments has been the ability to; * Be accountable for delivery of commercial initiatives, whilst working within committed budgets and to specified timelines. This includes accountability for leading and maintaining a fluid development pipeline focused on consolidation, revenue and growth from new and existing relationships * Be an expert at assessing and scrutinising the status quo, so as to identify all service and product development opportunities and challenges for operational and commercial delivery * Identify and analyse industry and customer trends whilst focusing on loyalty and profitability, through applied customer, client and supplier engagement strategies. * To ensure the balance of people, processes and technology, whilst developing and managing internal and external partner and supplier relationships through a 'command and control' of agreed key performance indicators and service level agreements. * Delivery and development of customer centric operational strategies, commercial modelling and implementation plans for both internal and outsourced initiatives * Development of robust supplier procurement & client bid strategies, tender management and contract negotiations to ensure 'fit for purpose' ethos exists for all commercial relationships and opportunitiesHead of Commercial Development @ Accountable for commercial innovation and development of new schemes. Specifically focused on delivering an ethical and compliant approach to marketing a broader base of legal services through multiple channels. From November 2015 to Present (2 months) Commercial Director - Motor Services @ Formerly Overland Health Ltd and then Quindell Plc before acquisition by S&G, I was accountable for the effective delivery and oversight of group-wide commercial and service development initiatives within this market leading Business Process Outsourcer. Specific focus included Telematics, Claims Outsourcing, Legal Services, Medical & Health Services, Vehicle Hire and Repair, Technology Solutions and Customer Operations Outsourcing (Front office and back office contact centre operations) Proficiently accomplished in market evaluation, supplier procurement and due diligence. From September 2012 to November 2015 (3 years 3 months) Chief Operating Officer @ Overall ownership of operational service delivery and commercial growth within this independent healthcare and rehabilitation company. Specifically focused on developing profitable and sustainable services to insurance, legal and corporate markets, whilst being committed to high quality customer services through an internal contact centre and process efficiencies. From October 2010 to September 2012 (2 years) Senior Supplier Procurement Manager @ Accountable for the optimisation of all commercial relationships and partnerships within the claims management business. This involved evaluating market opportunities and structuring deals that are both 'fit for purpose' and commercially beneficial. A key focus is the development of market intelligence through structured RFI's/ RFP's to support outsourced professional services initiatives. Specific category focus included; Contact Centre, Medical and Rehabilitation services, Legal Services, Hire and Repair. From September 2008 to September 2010 (2 years 1 month) Peterborough, United KingdomAsc Director of Supplier Management (interim) - ACM @ Overall P&L responsibility for the delivery of business critical KPI’s and activity through tactically and strategically managed suppliers. This required an in depth understanding of daily management information and alignment of commercial delivery programmes. Industry awareness in addition to a thorough knowledge of contractual obligations was integral to this role, as was a commitment to delivering 'best in breed' customer journey. From April 2008 to September 2008 (6 months) Peterborough, United KingdomSenior Operations Manager - Fusion @ Operational management of five key departments within the customer operations business. These departments were responsible for converting, servicing and retaining in excess of 3 million customers. The interface with key internal and external clients played an important part in my role of positioning the business as a viable and attractive proposition to business process outsourcing (BPO). From May 2007 to April 2008 (1 year) Peterborough, United KingdomHead of Sales @ Undertaking proactive commercial development for an interactive in-school careers and community website. I was responsible for the leadership and management of a team of territory based sales people focused on individual targets and a productive and sustainable client pipeline. From November 2006 to April 2007 (6 months) Interim Manager @ Established a limited co. to operate as an Interim Manger including the following appointments; From February 2003 to October 2006 (3 years 9 months) Head of Operations @ (6 month Interim Management Contract) Performing this pivotal role meant that I was accountable for the day to day management and direction of all company functions. The primary focus of this land trading company was to bring to the market an attractive investment proposition, whilst it was focused on growth through profit, it also placed great value on being ethical and truly customer focused. This required the development of in depth procedural guidance to ensure consistency and governance. From February 2006 to September 2006 (8 months) St Albans, United KingdomHead of Customer Operations @ 6 month Interim Management Contract) Acting as head of site for a 500 seat contact centre, I realigned all sales, service and back office support functions to support driving revenue and saving cost. To achieve this I developed a revised multi tiered reward and recognition model to maximise motivation and minimise attrition and shrinkage. A key focus placed value in optimising the customer journey and communication with BPO suppliers and brand partnerships. From May 2005 to November 2005 (7 months) UK Direct Sales Operations Manager @ Misco (Retail and Distribution) (6 month Interim Management Contract) Responsible for both a proactive and reactive sales operation whilst re-engineering all aspects of people, process and technology support within the frontline teams. This meant evaluating the current model against 'Fit for purpose' requirements and implementing a full change management program. I was also responsible for the consolidated integration of the retail and commercial customer facing operations. From November 2004 to April 2005 (6 months) Operations Director @ 6 month Interim Management Contract) Reporting directly into the chairman of the board, I was responsible for completing a thorough operational review of the full customer journey, whilst clearly identifying dependencies. I was also accountable for reviewing and developing all reseller and third party engagement contracts, to ensure all financial, operational and performance SLA's were fully aligned. A fundamental requirement of this role was to position the business as the supplier of choice to partwork vendors both at point of tender and through BAU review. From November 2003 to April 2004 (6 months) Business Improvement Consultant @ (4 month Interim Management Contract) Responsible for a complete operational overhaul which included staff performance, development of the supporting infrastructure, CRM and credit control policies and processes. I identified competencies and implemented an enhancement program which focused on opportunities for development for both internal and outsourced operations in India and Scotland. From August 2003 to November 2003 (4 months) UK Sales and Customer Service Manager @ (6 month Interim Management Contract) Responsible for overall operational management, delivering improvements throughout the UK contact centre structure. These incorporated identifying key benchmarks throughout the customer lifecycle whilst remaining compliant to FSA guidelines. By working with key internal stakeholders, third party interfaces, I was able to exceed expectations within both time and resource constraints. From January 2003 to August 2003 (8 months) UK Channel Operations Manager @ Key successes - Responsible for managing a collaborative sales and service infrastructure of 60 telephony and field based indirect sales professionals, selling into vertical markets. A major requirement to this role was to be instrumental in improving channel performance, pipeline control and credit management. I scrutinised process issues throughout the customer life cycle and highlighted opportunities for development. Relationship and matrix management both internally and externally played a vital role in ensuring both expectations and deliverables were aligned. From January 2001 to November 2002 (1 year 11 months) EMEA CRM Manager @ From November 1999 to January 2001 (1 year 3 months) Sales Manager @ From October 1998 to November 1999 (1 year 2 months) Sales Manager @ From September 1997 to October 1998 (1 year 2 months) Senior Sales Executive @ From September 1995 to September 1997 (2 years 1 month) Fitness Consultant @ From February 1995 to January 1996 (1 year) Fitness Consultant @ From January 1993 to January 1995 (2 years 1 month) Software Sales Executive @ From January 1992 to December 1992 (1 year) Simon Dawson is skilled in: Commercial Development, Senior Operations, Program Management, Project Management, Contact Centre, Customer Service, Back Office, Procurement, Supplier Management, Relationship Management, Business Development, Business Strategy, Outsourcing, Claims Management, Interim Management


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In a nutshell

Simon Dawson's Personality Type

Extraversion (E), Intuition (N), Feeling (F), Judging (J)

Average Tenure

1 year(s), 3 month(s)

Simon Dawson's Willingness to Change Jobs

Unlikely

Likely

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