Rachel Barnes

As Operations Director I’m responsible for the smooth running of the business, reviewing and putting in place the processes that keep it that way. I oversee the Chrome Academy and the knowledge and skills of our people, including the leadership and management development programmes that help our leaders and managers be the best they can be. I also oversee the customer service side of the business.

Operations touches every area of the business, so on any given day that could mean sales, technical, billing or customer service, to name a few.

I first worked for Chrome over a decade ago, as Customer Service Manager, and loved it. After deciding to relocate t’up North I sadly had to leave, and I spent seven years growing my experience, progressing from customer service management into head of development and performance.

Dan and I stayed close friends while I was away. When I told him I was looking for my next challenge, he made me an offer. Naturally I bit his hand off and couldn’t wait to work with him and the team at Chrome again.

Being made a director has to be up there. It had been on the vision board for a long time, so ticking it off was a huge achievement.

Presenting to a room of more than 100 people is another. Public speaking wasn’t something I felt comfortable doing, but I quickly realised the power of knowledge, and that it’s quite easy when you know what you’re talking about. Knowledge is power, people!

I was extremely lucky to have a very knowledgeable mentor who worked with me and passed on an enormous amount of knowledge and experience. Through that mentorship I built an in-depth understanding of leadership, management, business success models and personal success models, including accreditations in those subjects. Without a doubt, that has shaped the way I work and lead.

Given the nature of my role, I’ve coached and trained many managers, leaders and operational staff who have gone on to management and senior leadership with no previous experience.

There’s nothing more satisfying than seeing someone progress and knowing you played even a small part in their success. It’s even more rewarding to hear from them years later, thanking you for your support. The best feeling.

It’s difficult to pinpoint one, because I’ve been involved with a lot of the processes across all areas of the business. I’d say bringing in company-wide key performance indicators (KPIs) for every role was a really important one. It keeps individuals and teams focused on the right activities and behaviours, which drives performance and improves cash, revenue, profit and how well we use our time across the business.

It’s always about handling the situation quickly and properly. Fast action and clarity for everyone involved is a must. Get the relevant people together and agree the actions.

If you can say something once rather than several times, that makes sense. Equally, clear objectives for everyone involved gives you accountability, and clear deadlines drive a timely, positive result.

The people and the environment. It’s very different from anywhere I’ve worked before. Anyone who knows us or meets us will see quickly that it feels more like a family than a group of colleagues, and that makes it really special.

I’m a mum of two girls, so naturally my life revolves around them. When I’m not being their maid, personal chef and chauffeur, I like the simple things. A walk, a good series, a bit of shopping, a podcast on the go. I’m always planning my next holiday.

I’m also working on my own fitness, eating clean, going to the gym and getting outside regularly. I won’t lie and say I love it, but I see the benefits, so it’s a must.