Steve Agabeg
Development Manager – FirstPort Retirement Property Services
Epsom
07933 154624

I’m an experienced & successful manager in a number of high profile, key roles who has consistently delivered quality results in a variety of challenging positions. I have managed teams of various
sizes ranging from 8 staff to nearly 80 in both private & public sector roles, all of which required successful operational delivery, achieving team & individual targets within large organisations
like the Royal Mail, Senior Civil Servant in a government department, a commercial company in the ‘Welfare to Work’ sector & the Highways Agency.
Within each of these roles I had management positions that involved using a range of my skills & methods in order to achieve best results, & I have been able to delivery quality results in a
timely, cost effective & overall efficient way whilst ensuring the customer receives the best possible level of service every time.
I have received both personal & team bonuses for the high quality of work I have provided.
Core attributes
Strong leader: Who uses various forms of medium to achieve desired outcomes, using different techniques to reflect the type of audience I am speaking with (written or verbally), use of email, IT
systems, newsletter etc that will reach the target audience of the people I am talking with.
Operations manager, business manager, transport manager, office manager, change manager, team.
Keen motivator: I use tried & tested motivational skills to get the best out of my team, by trying different methods in order to get people to achieve more by keeping them focused, by encouraging
higher performance to deliver greater results when needed, & also giving praise to staff when warranted.
Service delivery, change manager, project lead, contracts manager, business manager, ops manager.
Innovator: Will always look to provide simple solutions to complex problems, using the most appropriate tools for each situation. Have often encouraged my own teams to look for the best ways to
deliver a successful outcome, as someone who believes in looking within the team for solutions, I have found ownership of a task incentivises people to work better.
Partnership manager, communications manager, stakeholder management, highways manager.
Process driven: Having worked for some large organisations, I am experienced & skilled enough to recognise each has it’s own SLA & KPI targets to achieve, & I quickly learn each areas demands
whilst ensuring my team know what their role is within it.
SLA, KPI delivery, change driver, organisational skills, motivator, team manager.
Collaborator: Am an excellent stakeholder manager who relishes being in (or managing) a team working in partnership with others, with the same overall common goal. Relationship management has
always been an area where my keen eye for detail & understanding of others has led to projects being delivered in a more timely as well as cost effective way.

WORK EXPERIENCE

Development Manager
FirstPort Retirement Property Services – 2016 – Present
Responsibilities for all the day to day running of a retirement development with 36 flats including, assisting residents with day to day queries, handling sales enquiries, all fire safety & Health
& Safety checks, monitoring
of security & fire systems, contractor management & many other tasks which I carry out myself, as sole manager of the development.

Business Manager/Team Leader
Highways Agency – Sussex – 2014 – 2015
My role was varied, but included; Management of admin teams with responsibility for the performance management of contractors along the southern section of the M25 (J1 – J3) Kent, Sussex & Surrey
areas, this included ensuring strict SLA were being adhered to, the teams also managed the Communications website & press office, technical advisors, planned road works, crash barrier repairs,
street lighting, road surface improvements etc. Latterly
• Working with the Project Lead to assist in delivery of the M25 QE2 road bridge toll booth removals, as part of a government scheme to improve journey times along this heavily congested route
which involved introducing pay to use facilities online Helped to facilitate the TUPE process of 130 affected staff into other roles within the organisation.

Branch Manager
– 2013 – 2014
I was the manager of the Epsom branch of A4e, a company which works with the Job Centre + (JCP+) that works to try & get long term unemployed people (who for 6 months or more on the Work Programme
have yet to find work) back into sustainable, long term employment.

Client Advisor
St Mary’s Hospital University Health Trust – 2012 – 2013
Voluntary work whilst looking for a suitable full time paid role – This was a scheme to try & support people with specific identified long term health issues, which would often involve a client
being referred to the programme by GP or other health visitor support worker which was usually as a result of an underlying health issue, involving certain lifestyle problems (high blood pressure,
poor diet, alcohol or cigarette consumption, lack of exercise etc)

Higher Executive Officer – Senior Executive Officer (Department Manager)
Immigration & Nationality Directorate – Croydon – 2001 – 2011
Large teams were involved in the whole immigration & asylum process Within 2 years I had worked my way up to SEO (Senior Executive Officer) where I had far greater responsibilities, including
working in partnership with Iron Mountain (file document providers), the Court Services (whom my area sent Appeal hearing bundles to the judge/adjudicator for asylum hearings) & all other
associated stakeholders.
• Attended/chaired many high level meetings where I was often the sole representative for the department (Secretary of State) listening to ideas & arguments, where I would often have to provide
draft responses for Directors approval, all working within extremely tight parameters as we were bound by legislation.
• Managed a department that was required to send & receive important documents which formed part of Immigration Hearing Appeal bundles, these were despatched to us by a courier, for my team to
then forward the relevant pages (also by courier) to a number of other departments. This was a labour intensive & at times costly role so I investigated an alternative method that would achieve
better results. Eventually electing to invest in a scanning system which bought considerable financial & efficiency savings.
• SEO in charge of a team with responsibility to ensure daily delivery of approx. 250 Hearing files to the Immigration courtrooms across the UK, on a daily basis. Engaging with senior management
colleagues in the AIT (Asylum Immigration Tribunal) teams in order to establish the type of service levels expected of my own teams. Put systems in place which would ensure service delivery, to
the 100% accuracy required. I was able to structure my teams duties to meet these targets.
• Due to some unfortunate security issues, I needed to improve upon our current storage process. Initially
setting up a temporary secure hold in a sealed room, while I put together a business case for a permanent hold. I was accredited with saving the department in excess of £500,000 by not paying out
compensation for losses.

Hub Manager
Royal Mail – 1991 – 2001
Managing a diverse team of drivers & sorting staff, with collection of mails in timely manner from customer’s premises & post boxes alike.
• Put in place a number of process improvements which included timed collections from larger customer premises, route planning, new business initiatives & developed strong negotiation skills
particularly with strong union objections to certain schemes.
• Set up & delivered new & existing driver safety training films which I took out to all Distribution drivers in South London over a 6 month period, which was as a result of a number of serious
vehicle accidents, many attributed as fault worthy on our own drivers.
• I managed to achieve a 62% reduction in blameworthy accidents in the 12 month period following this training on the previous year, which was in part accredited to me.
• I introduced a number of service quality improvements, including a revision of a number of routes where traffic or parking issues were potentially leading to targets being missed – I worked
closely with the union rep & a manager colleague of mine to come up with a revision of certain routes, which after trials, were used in new driving duties, ultimately resulting in a better service
to our customers & targets being hit with greater regularity.

EDUCATION

Certificate in Transport
Institute of Logistics & Transport