Peter Alberts

• Lead a positive onboard customer experience and work environment. March 2025 recognition included 2 promoters from NPS feedback.
• Current CSAT score above business goal of 8.5; currently 8.7.
• Maintain and establish collaborative relationships with partner business areas to address recurring and ad-hoc customer concerns, improving overall service quality.
• Champion resolutions for Qantas frequent fliers by advocating the impact a past onboard occurrences to stakeholders within the business who are able to escalate and resolve matter.
• Coach crew through day-to-day procedures and complex problems, in an open environment of 2 way communication.
• Actively promote the recent Economy and Business refresh initiatives, encouraging crew to provide feedback via appropriate channels when they believe a different approach may be a viable alternative.
• Champion the newly relaunched Economy under-plate and service delivery communicating with crew the increasing government imposed restrictions on International airline catering.
• Continued interest and acknowledgment of the business requirement to incorporate "IATA Sustainable Cabin" goals on waste reduction & elimination of single use plastics into all levels of the Qantas mindset.

• Self-motivated, with a strong sense of personal responsibility. Supported CLM/CEM team when required often at short notice.
• Worked collaboratively with colleagues and other business areas to achieve time sensitive goals.
• Proven ability to learn quickly and incorporate use of systems such as ARMS & PMA into daily work routine.

• Selected for proven customer focus expertise for a role which primarily informed clients their details had been involved in March 2020 Service NSW cyber attack.
• Designed & implemented systems & processes compliant with the Births, Deaths and Marriages Act., other relevant legislation.
• Maintained strict adherence to government protocols whilst driving change in areas that were of benefit to all stakeholders.
• Enhanced communication between teams within the business by showcasing a new style of approachability and a just culture focusing on "what's right" vs "who 's right".
• Improved and learned skills/knowledge of Microsoft Office/365 package.
• Established effective relationships with key stakeholders both internally and externally for increased collaboration with cluster, state and Commonwealth partners.

Role During pandemic stand-down.

• Actively engaged with colleagues to drive understanding, compliance & acceptance of "Australian" concepts that may be unfamiliar in UK & Europe.
• Frequently chosen to work First Class on A380 flights between LHR & DXB/SIN.
• Appeared in several promotional images for Qantas published in local UK media.
• Often worked newly cross-crew sectors between DXB-SYD/MEL & SIN/SYD to gain greater strategic understanding of the business & create enduring mutually beneficial contacts.

• Cabin Crew Grade 1 (Primarily First Class galley/operator)- November 2003-June 2010.
• Worked with Product/Service business partners & trade unions to refine the hard and soft product in preparation for and post launch of the 2005 "Club World" re-design.
• Crew Idol- Selected by piers and Inflight Service Management to operate ad-hoc flights for VIP stakeholders such as UK government & sports teams.
• Established effective working relationships with ground colleagues at outstations that facilitated an enhanced customer and crew experience.

• Worked closely with Senior Leaders, Service Design & Catering departments on several initiatives aligned to the corporate "Game Change" strategy.
• Achieved consistency and compliance from 3rd party supplier facilitating the customer experience and minimising non-∂obligation risk to business.
• Trialled, costed and negotiated funding for a new piece of service equipment aimed at increasing the customer experience whilst reducing crew risk to injury or accidents during service routines in business class.
• Led and implemented a scheme to removed damaged and obsolete cabin bedding from circulating inventory forcing 3rd party vendors to deliver new stock without further delay.
• Mentored and coached crew in business class to evolve onboard brand perception. Collaboratively facilitated the business goal of more polished, business like professionalism whilst retaining an individual's infamous "Virgin flair".

• Ground handling duties for Qantas May 1989-February 1992.