Listen: UK, Chief Operating Officer, Vodafone discussed on The Chief Customer Officer Human Duct Tape Show
"And at the end of the day, I've business. Is there and and that's what they going well, yeah, and see this. This is why thank that for part of what we do for folks in running these podcasts is give them hope, and also the tools to say, look, none of us woke up with the blatant skill sets roles, but we proved it. And you know, you ended up in your final roller voter phone was you were the head of global service and which is quite a huge role for that enterprise. And then when I love is you went over to the, did you sell, which is also telecommunications organization, and you were the chief operating officer which you know. So now your sphere of influence and your direct operating capability expanded. Totally, and, and again, you all right, that's a great way to look at it. So I think for people that have belief around where where they can take their careers is is really important for me, but also does take a level of risk person. If I, if I think. Back to what you know what I was doing at the time did I could I really predict everything that was going to happen? Absolutely not. But what I did do was hours I used to, I believed in myself enough to to be confident that I could fest off take a move from technology to customer experience. But then as you reflect on the actually the the stepping between that you mentioned was then based on the success? I had an Australia, Vodafone as a global organization was interested in majoring metoo to London in in the UK where we the, there was a far broader global rates and and fascinating to do so what that what that did for me in the initial personal risk that I took ended up exposing me to, you know, twenty three markets around the world where with personally, I could offer them something, but I also learned quite a lot because I stayed open to what people were doing, what what I could see. See was best practice what I could see. So didn't work and and all that is a build up of experience and knowledge that ultimately then when I went to digital are interested in may not only in my technology and and customer perspective, but they wanted me to help grow in establishing grow business as well. So just sort of it's kept extending, but at all points, it all points back to, you know, taking that initial risk personally that that could have gone either way. That's right, but but didn't because of the belief, you know, well, belief in fortitude. And I think the other thing that it clearly you you've been able to do is is created convincing and compelling, strategic and financial argument for doing the work where a lot of people make a passionate plea for it. But you need to show up as a strategic business leader as in order to earn the right is kind of one of my things you have to earn the right to these roles. Advanced to the senior level, what what did you do? It is it kept Peter. I don't know how to say that it's cold. It's pronounced capita capping. See, See, I. I. And capita was, yeah, it's, it's like it's similar similar, a ownership of business that that was a big scale rations. So that had that was the customer management business, and it had about seventeen thousand people saving some of the big brands probably about forty big brands in the UK.."