Job Title: General Manager - Customer, Capability and InsightsCompany: AGL EnergyMaree Mamo is the GM, Customer, Capability & Insights at AGL; leading Customer Experience, Digital and Data Analytics. Maree co-sponsors AGL’s $300m digital transformation which seeks to deliver a world class customer experience focused on building trust, advocacy and loyalty. Previously Maree held numerous senior sales and marketing roles with ANZ before transitioning to Coles to establish the flybuys Commercial Partnership function. Here, Maree led the development of data led loyalty strategies for companies such as NAB, Telstra and Webjet. She then moved to Coles Financial Services to lead the Customer and Channel function; with accountability for the ATM business, Digital, Phone and store channels, as well as Customer Experience. More recently, Maree held the role of Head of Customer Experience, at the AFL where she was responsible for market development, products, segments and end to end Customer Value Proposition.
Maree is very passionate about driving loyalty outcomes through a relentless focus on customer experience utilising data, insights and the science of digital channel management. Panel Discussion: Moving on from Traditional Channel to Customer-Based Metrics How to celebrate CX success and maintain momentum. How to effectively measure CX success? Exploring channel, VoC, contextual, and digital performance metrics. Moving passives to promoters. Connecting measures, metrics and business values to celebrate success and secure further executive support. Exploring how to balance short and long term investment benefits whilst delivering incremental value to… Last Update of Data Shares in Issue (m) Div per Share (p) Price To Book Value Assets (£m) 2016 2015 2014 Tangible Assets 0 0 0 Intangible Assets 1 1 1 Investments 0 0 1 Total Fixed Assets 2 2 2 Stocks 0 0 0 Cash & Equivalents 4 8 4 Other Assets 0 0 0 Total Assets 7 11 6
Liabilities (£m) 2016 2015 2014 Creditors within 1 year 2 1 1 Creditors after 1 year 0 0 0 Other Liabilities 0 0 0 Total Liabilities 2 1 1 Net assets 5 10 6 Equity (£m) 2016 2015 2014 Called up share capital 6 6 5 Share Premium 25 25 18 Profit / Loss -5 -4 -1 Other Equity 3 3 3 Preference & Minorities -1 -1 -0 Total Capital Employed 5 10 6 Ratios 2016 2015 2014 Debt Ratio 0.00 0.00 0.00 Net Gearing -33.54 -65.17 -52.81 Gross Gearing 22.32 10.08 10.47 Assets / Equity 1.29 Cash / Equity 71.90 Cash Flow (£m) 2016 2015 2014 Cash from operating activities -5 -3 -2 Cashflow before financing -5 Increase in Cash -5 5 2 Income (£m) 2016 2015 2014 Turnover 0 0 1 Cost of sales 0 0 0 Gross Profit 0 0 0 Operating Profit -5 -4 -1 Pre-Tax profit -5 -4 -1 Profit / Loss for the year 6 6 5 ANGLE focuses on the commercialisation of technology and the development of technology-based industry.
ANGLE creates, develops and advises technology businesses on its own behalf and for its clients. ANGLE's specialist Management services business provides support on a fee-for-service basis to major clients around the world involved in incubation, IP commercialisation, SME innovation and growth and the operation of science & technology parks. ANGLE also owns a portfolio of company holdings with high growth potential in the medical and technology sectors. These have been developed whilst subsidiaries of ANGLE using its proprietary Progeny® process. ANGLE seeks to retain a substantial shareholding in these companies with a view to ongoing returns from dividend, milestone, royalty and capital returns. ANGLE's technology commercialisation skills are of increasing relevance as global economies focus on regeneration, innovation and value added components to their industries. ANGLE's technology skills in IT and software, medical and life sciences, clean tech and renewable energies are directly relevant to major growth markets of the future and are marketed as specialised management services.
Latest Fiscal Year End Date Andrew David William Newland 3 Frederick Sanger Road, Surrey Research Park, Guildford GU2 7YD. +44 (0)1483 685 830 The Clock House, 140 London Road, Guildford, Surrey GU1 1UW. +44 (0)1483 307 000 The Registry, 34 Beckenham Road, Beckenham, Kent BR3 4TU. 6.7.8. Tokenhouse Yard, London EC2R 7AS. +44 (0)20 7397 8900 CityPoint, One Ropemaker Street, London EC2Y 9AH. +44 (0) 20 7418 7000 FTSE 350 Risers and FallersCoordination and the ability to move well. A high Agility is important for any active character. Agility is one of the seven primary statistics in the SPECIAL system. Action point allocation is based on the AG stat. Therefore, a character that wishes to keep an enemy on its toes, or claws, needs to have a high Agility in order to have multiple combat moves. Additionally it allows the character to dodge better. It is a critical stat for anyone interested in the more mobile and visceral skills, such as unarmed and small guns.
Other skills rely on it, but these have higher values in AG investment. In Fallout Tactics, the Continuous Turn-Based (CTB) style required real-time generation of action points that was based on the character's AG stat. Modifies: Action Points available for V.A.T.S., and the Small Guns and Sneak skills. Agility determines the number of Action Points available for use in V.A.T.S. (base AP determined by 65 + Agility*2, and can be raised by perks and some items). Modifies: Action Points available for V.A.T.S., draw and holster speed, reload speed, and the Guns and Sneak skills. Agility determines the number of action points available for use in V.A.T.S. (base AP determined by 65 + (Agility x3), and can be raised by perks and some items). The holster/reload time is modified in percentage by 10*(1+Agility)% from 100% base value. Agility below 5 makes reloading slower. Modifier Rapid Reload = 1.25 Agility is a measure of your overall finesse and reflexes. It affects the number of Action Points in V.A.T.S. and your ability to sneak.