Courtney Mudge

Led cross-departmental teams through cultural, structural, policy, and technological changes, ensuring alignment with strategic goals and seamless adoption.

• Designed and implemented new products, processes, and systems, embedding change into BAU operations and ensuring alignment with governance frameworks.
• Championed change management efforts, including stakeholder engagement, impact assessments, and comprehensive change plans for strategic initiatives.
• Fostered collaboration across all levels, from senior executives to front-line employees, to drive alignment and engagement during transformational programs.
• Reported on business performance to the executive team and board of directors, providing actionable insights to guide strategic decision-making and resource allocation.
• Oversaw credit risk management, marketing strategies, and customer targeting, ensuring alignment with organizational objectives, and compliance standards.
• Directed budget activities to fund operations and maximize investments, delivering sustainable performance improvements.
• Managed gross loan book performance, identifying risks, and addressing performance gaps through data-driven strategies.
• Directed cross-functional marketing and credit teams to optimize customer acquisition, improve traffic composition, and refine targeting strategies.
• Developed and implemented advanced credit scorecards and supplemental rules (e.g., income variability, debt-to-income ratios), enhancing risk assessment, and underwriting accuracy.
• Predicted write-off values, and collaborated with data teams to adjust lending policies, and ensure alignment with risk appetite and business objectives.

Key Achievements:

• Successfully led large-scale organizational change initiatives, ensuring the timely delivery of strategic projects and seamless adoption of new systems and processes.
• Reduced operational spend by 50% year-on-year through the deployment of technical solutions and streamlining of value streams.
• Maintained exceptional Staff NPS (90%) and Company NPS (50%), reflecting strong engagement and customer satisfaction.
• Increased average staff tenure to 6 years for departmental heads and 5 years for front-line staff under my leadership, fostering a high-performing and stable workforce.
• Directed the implementation of enterprise-wide value streams to enhance customer experience, organizational agility, and operational efficiency.
• Improved loan origination processes, increasing approvals while reducing defaults, resulting in improved portfolio performance.
• Resolved systemic incidents by collaborating across legal, finance, and technology teams, ensuring compliance with regulatory standards and accurate reporting.
• Optimized credit underwriting policies, reducing overdue balances and improving collections performance while enhancing receivables.
• Streamlined bank statement categorization engines to improve borrower evaluation and income analysis accuracy.
• Established new business rules and influenced decision-making in company risk committees, ensuring alignment with strategic goals and regulatory requirements.
• Elevated team performance by mentoring departmental managers and fostering a collaborative, outcomes-focused culture.

• Expanded Leadership Responsibilities: Promoted to oversee comprehensive product development initiatives, serving as the primary liaison between cross functional teams and executive leadership, including the Chief Operating Officer and Board of Directors.
• Data-Driven Decision Making: Conducted in depth analyses of business performance metrics, transforming complex data into actionable insights that informed strategic planning and operational improvements.
• Stakeholder Engagement: Facilitated effective communication across diverse stakeholder groups, ensuring alignment of product strategies with organizational objectives and market demands.
• Project Management Excellence: Led multiple high impact projects from conception through execution, employing advanced project management methodologies to deliver results within scope, time, and budget constraints.
• Budgeting and Resource Allocation: Managed budgeting processes, optimizing resource allocation to enhance product performance and operational efficiency.
• Professional Development: Demonstrated significant growth in leadership and strategic thinking, adapting to expanded responsibilities, and contributing to the organization's success beyond the initial role's scope.

• Directed contact center operations, optimizing workforce planning, and controlling wage expenditure to ensure efficiency and cost-effectiveness.
• Conducted comprehensive analyses of key business metrics, including loan origination performance, collections outcomes, operational expenses, and credit risk indicators.
• Provided strategic oversight to team leaders, ensuring alignment with organizational goals, and fostering high performance.
• Led the execution and governance of special projects, from initial implementation through to monitoring, and continuous improvement.
• Delivered actionable insights to senior management by interpreting complex data, driving informed decision-making, and operational enhancements.

• Key roles were to develop and deliver a document management system for internal business process manuals. All written in the English language for internal staff, and used for both training and development purposes.
• Managed business relationships with vendors in Muscat, Oman, to develop and plan for the allocation of new students at the Academy. Recruited over 130 students within the period, which represented a large percentage of the new starters.
• Liaised with our partner company on a weekly basis to deliver reporting on students' progress and the business opportunities for newly selected students.
• Went on secondment to Muscat for the purpose of improving business relations with the vendor, and to attract more students to Flying Academy.

• Developed and implemented a functional contact center into the existing business.
• Oversaw the business unit's function with an emphasis on CSI during a strong growth phase.
• Managed each facet of the integration while liaising with executive management.
• Planned for growth within the business by developing a methodology for increasing the contact center capacity.
• Designed a standard operating procedural framework for everyday use. This includes, but is not limited to, liaising with business unit executives to develop a core services catalogue, designing the technical requirements, and building a process for recruitment.
• Monitored and coordinated all mechanisms that were needed in the day-to-day operations of the Contact Centre, both internally and externally.
• Recruited and led a team of Customer Service Representatives to meet performance, quality and attendance goals.
• Managed the customer feedback system, which included the lodgment and processing of all complaints. All reports are submitted to the Board of Directors on a monthly basis.

• Oversaw the management of fifteen medium-sized accounts to the agreed service level (SLA).
• Management of the IT Service Delivery Team, including Service Desk, Desktop Support, Network Engineers, and System Engineers.
• Define each client's Master Service Agreement in relation to contracted services. Ensured that these SLAs were met with customer satisfaction, and were profitable.
• Maintained client relationships with multiple clients, all of which were positive.
• Ensured that there was effective communication on the services delivered to clients (including monthly or weekly service delivery reports) within agreed timeframes.
• Manage any 'out of scope' variations to services, and liaise with the client, in conjunction with other stakeholders, on how these are to be handled.

• Managed service delivery of a Helpdesk by overseeing the interworking of the onsite team and external vendors to provide end-to-end service.
• Accountable for managing service delivery of the Helpdesk by overseeing the interworking of the onsite team and external vendors to provide end-to-end service delivery.
• Delivered expert problem management to important clients and abnormal break/fix incidents, with a focus on corrective action and root cause analysis.
• Evaluation of the service desk process through rigorous management of change control and the acceptance of new services oversaw the usage of tools and technical platforms to ensure service delivery objectives were met.