My 5 Tips to Personal Development

I started my journey with Air Marketing back in 2018 as a Business Development Executive. I really enjoyed the role, the culture and the opportunities that were clearly available from this position. But I was hungry for growth and I knew I wanted to develop my career, within the first year I quickly excelled and was rewarded with the management of my first account. I was thrilled by this opportunity to really show what I was made of and also to give the client the best experience of working with Air.

Fast forward to today, just over a year later and I’m stepping into one of just three Account Manager roles, with my sole focus to deliver ROI for our ever-growing client base.

I wanted to share with you how I got here, so these are my 5 focus areas:


I’m a huge believer in achieving anything, if you’re willing to learn and open to change. Within my time at Air I’ve had the opportunity to learn from various senior team members and taken part in some fantastic training sessions. These have been vital to my progression as it doesn’t feel like I have ever stopped learning. My favourite training was a Time Management session run by our in-house Learning and Development Co-ordinator. It taught me how to balance my workload and keep stress levels under control, which is vital in a fast pace, high performance environment like Air.


I may be a Gen Z; however I don’t agree with snowflake culture that the generation has been tarred with. I value and really take on board feedback from those more knowledgeable both inside and outside of work to aid my professional development. Sometimes the feedback has been negative, but I always feel you can take learnings and constructive criticism from these moments. Being in sales I have a tough skin anyway!


Yes, honesty. I’ve always taken the approach of transparency with my colleagues and clients. It’s something that fits well in our culture and something we pride ourselves on at Air. You can’t lie when it comes to statistics and data. If you’re honest with clients this will create a strong and respectful relationship for the future.

Creative thinking

A large proportion of my role is process driven, with this we see consistency of delivery and of results. However, you need to be one step ahead in account management. This means you need to be thinking of new ideas all the time to keep things fresh. Nine times out of ten your original strategy is going to change, and you will need to adapt to this to keep on the front foot.


I believe that passion is the biggest thing you need to get to the next step. I love what I do, and I am lucky to work in a culture that nurtures that passion and ignites it even further. Being dedicated to reach your goal is important and it is this drive and dedication that will see you become successful.

I’m looking forward to everything 2020 has in store in my new role, working with more fantastic clients and achieving great results for them. If you’re interested in joining Team Air, visit our careers page or call 0345 241 3038.

Opinion piece by Gracie-May Bryan, Account Manager at Air Marketing Group

How to motivate a sales team in an outsourced sales environment?

This opinion piece has been written by Keryn Seal, one of our Account Directors, who has a passion for team motivation owing to his impressive sporting background – find out more about Keryn, here.

As an Account Director at Air my role is split between managing a team of sales people (between 15 and 20) and managing the performance of 8 key client accounts – ensuring optimal performance across the board. But perhaps the most important aspect of my role, and my favourite part, is to motivate, retain, and reward all of the people within my team.

The atmosphere and performance on my section of the sales floor is a direct reflection of how well motivated those in my team feel – and I strive to make it as positive a place as possible. My job is to be tuned into the individuals in that space and how they are feeling on any given hour, day, or week. At Air, we know that no one wakes up wanting to be a telemarketer. It’s not a ‘sexy’ job and it often comes with a high-pressure environment, so I want my team to feel as motivated and engaged as they can be. It’s important that we show how grateful we are for the work that they put in for 8 hours a day.

As somebody with 15 years of experience in elite level sport, I know all too well that motivation levels can be different on any given day for a number of different reasons. In my opinion, the very best managers I ever had were those who took the time to learn what motivated and inspired me, and my wider team, to perform. Sales people are no different to athletes. We are all human beings with different drivers, pressures and commitments.

I base my leadership style on what I would want in a leader. I try to understand each one of my team members on an individual level; what motivates them, what challenges them, and where do they want to get to? From there I can then map out a progression plan with them, giving them motivation and a pathway to success. This doesn’t always have to be work related, it may be affording the car they want or achieving their next promotion.

Within sales environments companywide incentives are run to generate healthy competition and inspire high performance – we are no different at Air. But whilst an insurance company or a PPI centre are selling one thing to their prospects, at Air we can be working on up to 30 campaigns for 30 different clients at one time. It is therefore important that we create and devise fair incentives for our team, and I try to make these a little different each time to keep the whole team engaged.

Last month the cricket world cup inspired me to run a company wide Telemarketing World Cup incentive, where 32 agents battled it out over 2 weeks to be crowned the overall champion. I did this by creating a point system for each lead and campaign, based on the difficulty of that campaign. The team then played off against each other each day and the person with the most points that day went through to the next round. The winner of the prize could either receive a cash prize in their wages or a paid day off.

Motivation isn’t all about cash prizes, vouchers, or days off paid for by the company. It is about having fun and enjoying what you do and who you work with. I strongly believe in having fun, active, or inspiring daily buzz meetings that get the team switched on and ready for the day. The ideas for these come from my experience working as a youth mentor, after my sporting career ended. Again, sales people are no different to athletes or the young people in the groups I mentored. Motivating them always comes down to understanding what makes them tick, how they feel on that day, and what I need to do to get them to where they need to be in terms of being ready to perform. At the end of the day, I just want the team to succeed and be proud of what they achieve day in, day out.

Opinion piece by Keryn Seal, Account Director at Air Marketing Group

The importance of training when developing high performance teams

This opinion piece was written by Nicolette Karides. After finding her passion for Learning and Development, she champions the importance of team and individual training within a business – find out more about Nicolette, here.

When it comes to training, I have often found that the main objection I’m met with is cost and the potential loss of investment – “what happens if we train our staff and they leave?” My response… what happens if we don’t and they stay?”

Yes, training can be expensive and in businesses, people come and go. However, if the training is right, the relevant benefits far outweigh the cost. Training is vital in the workplace as it aids both personal and company growth. Training also makes employees feel valued and invested in, resulting in a happy environment and increased productivity.

Training can benefit company growth in numerous ways:

  • Best practice: Training expands the knowledge base of all employees within a company. By sharing best practice within the company, all employees understanding of procedures and processes and how to deliver a high standard of quality, can then be replicated daily and maintained throughout the entire team.
  • Consistency: Best practice goes hand-in-hand with consistency. With constant and relevant training from day one, all employees should receive a solid foundation of knowledge, which can then be built upon. With this foundation, all employees will possess the tools and knowledge to carry out and deliver work of the same outstanding standard and quality. 
  • Motivation: It is important to keep employees motivated as it has a direct effect on productivity. An increase in motivation will directly increase the productivity of employees and their overall performance as well as that of a team. In turn, this will generate more return on investment (ROI) for the client and the company, representing the importance of investing time and resources into training.
  • Employee satisfaction: Morale is high when productivity and performance throughout the company are strong. This coupled with personal achievements brings employee satisfaction, whereby employees are happy and feel valued, in turn they perform well. It’s a full circle that all stems from and starts with training.
  • Weak areas: Identifying and addressing weaknesses in a company presents the opportunity to carry out refresher training or upskill sessions to educate and share knowledge. This ensures that everyone is comfortable in what is required from them and the level of performance is once again maintained.
  • Collaboration: We all know that ‘two heads are better than one’. It makes sense then to share knowledge and experience, both within specific teams as well as between them. Coming together to help one another, as well as bringing different perspectives and opinions can sometimes be beneficial for everyone involved and helps to present various aspects of the company in various ways. This can be a training lead collaboration, whereby everyone can learn and benefit while also feeling like they have a voice.
  • Reduced employee turnover: When employees receive the relevant and correct amount of training, they should feel more comfortable and confident in the workplace being able to carry out all aspects of their role with ease. Thus, reducing anxiety, unhappiness and a desire to leave the company.

Training doesn’t always need to be delivered in-house. At times it is necessary to seek out external guidance and assistance. External training really helps with:

  • Access to expertise: When specific training is required, it is always best to go directly to the source and get the experts in, as they will know all the relevant information and the current tips and techniques being utilised and will be able to share best practice.
  • Fresh look: External trainers may be able to provide valuable insight into inefficiencies within the company and help us to see opportunities for improvement that we could implement smoothly and efficiently. By bringing in an outside view, they can suggest changes that we may have otherwise not been aware of or thought of.
  • Stretching our comfort zone: External trainers who are new to the business get employees stepping outside of their comfort zones immediately, as someone new is around.

When our comfort zones are stretched, we find it fosters creativity making us more flexible and adaptable to unexpected change. It also motivates us and increases our overall productivity and performance.

So, if you’re considering implementing a training programme for your team, give it a go, you’ll only know once you try – ‘the proof is in the pudding’ so to speak.

Opinion Piece by Nicolette Karides, Learning and Development Coordinator at Air Marketing Group

Leading the way: how Air is kickstarting my leadership career

After moving back to my home town, I started my career at Air fresh out of university. I had completed a 6-month internship in business development at a PR and marketing agency, however it was fair to say that my experience in business development was still at novice level. Understandably, upon securing a job at Air, I was nervous. Although the team had been very welcoming and transparent, I couldn’t fully understand what my role as Business Development Executive would demand of me.

But I quickly found that I didn’t need to worry. During my first few weeks at Air, the team were so encouraging and open to helping with all aspects of my training. Their encouragement gave me confidence and I found that my capabilities in sales and business development were actually a lot stronger than I thought, even if I was a ‘beginner’. With the team continuously giving me constructive feedback and boosting my confidence, I couldn’t wait to get on the phone and start dialling. There was no pressure to be at a certain level – I simply needed to be professional, polite and enthusiastic. The in-depth training would take care of the rest.

I scored highly in my first few days of dialling and Air never treated me, or any other new employee, as if I couldn’t do something yet. They threw me in at the deep end and surrounded me with support, allowing me to dial on 3-4 campaigns within a matter of weeks. I quickly grew my knowledge and began speaking with decision makers in an array of industries, from fintech to HR and performance management.

When I joined, Air was only 2 years old with a team of around 30. They had grown quickly, and I realised that there was an opportunity here if I wanted it – and I did. Although I had joined the business development world, I didn’t want to just generate leads; I also wanted to share my growing knowledge and ideas for campaign improvement, eventually running one of my own.

My manager, Account Director Keryn Seal, recognised this ambition and after passing my 3-month probation, I was promoted to Senior Business Development Executive. The thing about Air is that no one is out for themselves, everyone is here to help you and drive the business forwards. Under Keryn’s guidance I was exposed to the basic operations of a campaign and our system, shown how to interact with clients and oversee a team of diallers. All I needed was an opportunity to put this into practise.

I got my opportunity when we moved to the new office in October 2019 and Air reworked its internal structure. Promoted to Account Executive, my new role sees me supporting my Account Director, Keryn, in the day-to-day operational tasks of a campaign, including set-up, strategy, reporting and being the link for feedback between diallers and the AD/client. This promotion has only encouraged me further and my aspirations are now to become an Account Director and Air are helping me to get there.

Since January, Air have supported me in my decision to pursue the leadership side of sales and business development. The step up is not one to be taken lightly and so they have enrolled me on a specialist training course, given me continuing support and exposed me to the commercial, client and growth aspects of the business. I’ve also been given my own accounts, recently working on a project that not only allows me to manage my own campaign but also a whole team of agents.

I can’t put into words how much I continue to develop and grow at Air. It’s been a fantastic opportunity in just over a year and I can only see further progression in the future.

Some parting advice for anyone unsure on which direction to go in next… Whether you are a graduate, unhappy in your current job, or looking for something new, give it a go. You’ll know when you find the right company to help you develop and flourish, just as I’ve done with Air.

Opinion Piece written by Yasmin McNeill, Account Executive at Air Marketing Group

Culture – Only seeing is believing

One thing that has made a huge difference recently here at the Air Marketing Group, is the concerted effort for clients to actually ‘see’ our culture. To incentivise clients to come down to sunny Devon as early as we can in the sales process and experience our ‘difference’ for themselves.

You see, we are very proud of what we have created at Air Marketing Group, but there is only so much that you can say over the phone when trying to explain a culture and an ethos – seeing is believing. Adjectives like hyper-professional, driven, ambitious and cultured are all over-used, when sales people are promoting their services to prospective clients.

This, for example, was my first impression of Air Marketing Group when I started working here a few months ago:

“Think telesales, then destroy that mental image and re-engage, re-ignite and reconsider your sales team with Air Marketing Group – the most technologically advanced outsourced sales and Demand Generation partner in the UK.”

And it’s true, Team Air team have won many awards and are nominated as national finalists in both the ISM’s BESMA awards and the Amazon Growing Business Awards. My point though, is that anyone could say it, but not everyone is speaking the truth.

So, if anyone can make the same grand claims about their business, then how can you get differentiation if you consider your offering is actually ‘better?’ Well, we decided to go one step further and not only invite prospective clients to come and have a tour of our offices but give the client the chance to be left alone and have the run of the floor with our sales teams to quiz them, engage with them and get to know everyone in the office.

What we find is that clients have so many questions on how a campaign is run that, if left with those running and working on the campaigns, they relax and work out how our sales process can best be incorporated with their product or service. They are not being sold to at all, rather just being a fly on the wall and working out how it all works. They are often really surprised that we are confident enough in our team to leave an open invitation for them to talk to anyone and ask them anything they want. But why wouldn’t we be? We are proud of the culture that we have developed here and of the results that this culture gets for our clients in return. We treat our staff well and we look after everyone’s wellbeing – we have a great time, and we have nothing to hide.

You see, we are not ‘salesy’ to new clients, which is a bizarre thing to say about a company who averaged an ROI of £18 for every £1 spent by clients in 2018. But we know that clients aren’t actually aware of the technology that we leverage to get such results so, our initial meetings are more consultative and mature than a simple sales pitch. We actually just want to explain how calls are made, how we get our data and how we will look after their brand.

We want to invite as many clients to meet our team as possible – we are called Air after all and we pride ourselves on our complete transparency. Like any industry, people have preconceptions based on past experiences and telesales still gets tarred with a broad brush. We are however proud to be one of the nicest and most productive. I know anyone could say that, but we are. If you don’t believe us come and see us, have the walk of the floor and experience the award-winning Air culture for yourself.

“I was absolutely blown away with how different the team were at Air Marketing Group compared to my own preconceptions of telesales. I am so glad that I went to see them, they are amazing!” CEO of an International Events PLC.

Opinion Piece – Simon Scott-Nelson, Sales Director

Sales, It’s not just a job…. It’s a lifestyle!

Being a Sales Professional requires not just a certain skillset, attitude or level of experience but an entire lifestyle, sense of dedication and a driven mindset.

It may surprise you but being a Sales Professional is not actually all about selling. Top performers don’t just sell, we build relationships and problem solve for our prospects and clients. We dedicate ourselves to building businesses one customer at a time and leverage our experience to help solve any challenges that may be impacting the progress of the next. To us, a problem is an opportunity to provide a solution, not a dead end!

We always put ourselves out there, ensuring that we have a presence in our prospects day to day lives. In order to be successful and progress sales, we show ourselves as the expert, the “go to” for guidance, regardless of whether that results in an immediate sale or not.

This presence can be developed through social media, networking, podcasts, cold calling, blogging, thought leadership or a combination of them all. It may take 1, 5, or even 10 years to build a relationship, but you can guarantee that the person we helped with no immediate benefit to ourselves will come back or refer our next potential customer.

At the end of the day, strong Sales Professionals will have a genuine interest in what we can do for someone else, as well as what they can do for us. More importantly, we’re proactive in helping them.

We never wait for a change in the economy, industry fortune or the circumstances of an inbound lead. Top sales performers are almost fanatical about our craft and we are constantly in preparation, plan and pipeline building mode.

In the words of Grant Cardone, “be obsessed!” There is no shame in following up with a prospect more than once, in fact it’s argued that an average prospect will need 8 touchpoints to convert. At the end of the day, a lost opportunity is lost ROI for ourselves and our clients. We hold ourselves accountable and set ourselves goals – our ambitions are always even higher than those set for us to ensure we always hit target.

As top performers, we hunt down those next opportunities and never give up. In a book I read recently, Richard Forrest, explains how opportunities are like icebergs – whilst 20% of buyers are already online, in buying mode, 80% of buyers are those that we must go and hunt down under the water line, unaware they even have a problem or maybe didn’t know there was an answer for the one they do. In order to reach that 80%, we have to pick up our spear (our phone), our shield (our objection handling) and hunt down that next opportunity.

Don’t be fooled, success is a long hunt and results don’t always come quickly. Top Sales Professionals dig and keep digging until we fully understand what a prospect needs, uncovering all of the issues and gathering the information that we need to make our solution a no brainer.

Opinion Piece by Simon Murthwaite, Leading Sales Director, Air Marketing Group

Sales – The Rocket Fuel Behind Your Start-Up Success

The century old debate amongst start-up entrepreneurs, which is most important; product development or sales? It can feel like ‘what came first the chicken or egg?’ But I feel it’s clear.

There is no doubt that you need an offering to sell. Developing a product or service to take to market is an important early step for your start-up but it is often costly, time consuming and this can be detrimental to the success of the business. Products and services can and should evolve with time. Taking on board feedback from early adopters and listening to the market will help your offering adapt and grow. But your offering needs to earn its return on investment, which is where sales come in.

In the early days of a start-up business, sales are your lifeblood, your start-up is fighting to survive in a competitive market. As a new unrecognised business you’re trying to find your individuality and give reason as to why a customer should trust you. Trust me, it’s a tough world!

Reports show that so far this year 103,207 start-ups have been launched, but further reports suggest that 20% of start-ups fail after year 1, 30% after year 2 and 50% after year 5. There are of course many reasons why businesses fail, but from my experience one stands out. When it comes down to it, many simply do not focus on selling their offering, they expect customers to come to them.

Sales is your rocket fuel. Getting your sales strategy right from the beginning and being flexible, personable and, above all, hungry will be the difference between failure and success. The only way you can survive in a competitive world is by attracting and keeping customers. They become your advocates, they refer more customers to you and crucially they pay for your further offering development, your growth and your success!

Let’s give sales the focus it deserves.

Opinion Piece by Owen Richards, Managing Director, Air Marketing Group

Outsourced Sales vs Hiring In-House – The Debate Continues…

As a business owner, you want to grow your company, you want to increase your sales and marketing function and you want to build your sales pipeline. However, should you outsource this to the experts or try and do it yourself, in-house? As a topic that is discussed by businesses on a daily basis, the debate between outsourced vs in-house sales is rife. It’s important to note that outsourcing your sales and marketing is, on paper, no different to outsourcing your recruitment, accountancy, HR, IT and so on. We know that all of the above, as well as sales and marketing are specialist areas which are needed within a business to ensure a smooth operation. We also know that all of the above require time, expertise, resources and dedication and that is exactly why you should outsource, to take the pressure away and allow you to focus on what you do best. If you’re thinking about outsourcing your sales and marketing or hiring an internal team, there are quite a few elements to consider, before making that final decision:
  • Do you have the office space/capacity/management structure to manage new team members internally?
  • Are you fully up to date with GDPR compliancy? Are your systems and processes GDPR compliant?
  • Do you have a call recording function? Can you record calls for training purposes?
  • Do you have a system for recording transactions?
  • Do you have in house data analytics? Do you know what you’re looking for when it comes to reporting and data analysis?
  • Have you thought about recruitment costs? What happens if the first few aren’t performing for you? If you let them go, have you thought about the cost of re-hiring?
  • What about sickness / holiday impacting productivity and dialling?
  • Do you have a quality assurance team?
  • Do you have in-house expertise when it comes to creating and managing an outbound calling campaign?
With the costs, time and resource strain associated with hiring internally, most companies eventually decide to leave it to the experts. Of course, this comes at a price, but the value and return are usually far greater than trying to do it in house. Not only that, but the flexibility of outsourced providers can be far more attractive than the rigidity of an in-house team. Let’s look at the benefits of outsourcing to us and why companies decide to use Air:
  • We are GDPR compliant, offering expert advice, systems and processes.
  • We have access to UK based data providers at reduced rates.
  • We manage the agents, we manage the entire recruitment process and we take the pain away when it comes to finding the right talent for your campaign.
  • We have the resources to cater for sickness and holiday time to prevent it impacting productivity.
  • We have purpose-built systems and processes which feed directly into a live time portal, where you can see exactly what we are doing on a daily basis.
  • We have a team of in-house data analysts who can spot trends and provide feedback.
  • We are experts within our field and have a proven, open questioned and permission-based scripting structure – designed to engage in high level conversations with key decision makers.
  • We have a GDPR compliant call recording functionality, all calls are recorded and can be accessed by the client.
  • We have an in-house Quality Assurance team who provide valuable feedback to the diallers/campaigns and improve quality and productivity.
  • We have an in-house learning and development team to ensure the quality of work we produce is as high as it can be.
Certainly, there are a few things to consider before making your final decision but most of the clients that decide to work with us have either tried it internally and it hasn’t worked or, they want to benchmark their internal performance alongside the experts. If outsourcing is your preferred solution, then we can help. We position ourselves as an extension to your sales team and everything we do is totally transparent. In short, we position ourselves as part of your team, we aim to replicate your corporate identity and we see ourselves as a true partner, being honest and proactive with everything we do whilst taking the pain and hassle away from managing this internally and allowing you to focus on the bigger picture. If outsourcing your B2B sales is something that you’re interested in discovering more about, why not get in touch? Call: 0345 241 3038, or email Opinion Piece by Marco Alfano-Rodgers, Client Services Director, Air Marketing Group  

Telesales… It’s just double glazing and all that, isn’t it?

PPI, double glazing and timeshare apartments in Turkey. Hundreds of young staff, ‘battery hens’, on automatic redial with a career expected to span until the end of the week… If committed. I think that covers telesales, right? Oh, and “please, just take me off your list!”

Well, that may have been the image, one day, far back in the past. Although, I may still be doing the industry a big injustice and for that, I apologise. However, whether that was what the image of telemarketing was or whether it wasn’t, one thing is for sure… I certainly never expected it to be what I found when I walked into Air Marketing Group – the multi award winning outsourced business development, telesales and telemarketing services company in the heart of Exeter’s professional Southernhay district.

Any preconceptions that I had tucked up my sleeve were immediately out the window. I’ve spent my life in sales, working in a variety of industries including owning a small estate agency group and a clothes brand but what I have seen at Air marketing is second to none. They have completely opened my eyes to just how far away from my preconceived image of the industry was from the reality.

Organised, hyper-professional, driven, ambitious and all of that with a relaxed, engaging culture – that is Air. Air tackled my preconceptions from every angle, quickly showing me that they are a well-rounded outsourced sales team, an extension of any business that wants their own ‘instant plug-in’ to focus on selling their particular product or service. Without interruption, without variation, with a trained approach that best expresses their brand and one that is 100% recorded for quality control and training – all day every day if required.

Like I say, it just was not what I expected. If you couple this hive of focused sales activity which brings in 100’s of leads for clients such as Funding Circle and Beco Energy, with their sister marketing company ‘Roots to Market’, you can see the full sales cycle. From generating new enquiries to nurturing leads and then even to appointment closing and money taking, Air and Roots offer a complete sales and marketing funnel all under one roof.

If a company has an event to market, a service to sell into businesses or a product that requires a sales team to test the concept, it is now easier than ever to do this. At Air, we instantly, professionally and successfully demonstrate proven results and help companies to generate hundreds of thousands of pounds of revenue. I think that is something worth shouting about – as far as I can see, the image of telemarketing is changing, and Air is leading the way.

Here’s to working with such a forward-thinking, ground breaking, exciting and industry changing company and here is to the future of the ‘right’ telesales!

Opinion Piece by Simon Scott Nelson, New Business Manager

Quality Assurance, a New Year’s resolution to stick to!

A renewed focus on Quality Assurance (QA) should be at the top of everyone’s resolution list this year. In the telemarketing industry small issues within company processes can often snowball and result in bigger, damaging issues if not nipped in the bud quickly. By implementing a QA system, you can make sure that best practise is followed by your team in every aspect of their calls – from introduction to close.

At Air, we rely on our QA system to maintain our reputation in the local and wider areas. We have taken many learnings from our system and this has allowed us to make sure that our services are of a high standard in a highly competitive market. Our focus on quality is what has allowed us to disrupt the industry and bring business to Exeter, rather than it being focused purely in London.

We want to distance ourselves from the traditional telemarketing reputation that telemarketing companies have of offering low quality services. We achieve this through our ability to be transparent. Part of our QA system is regular ‘calibration’ sessions with our clients, in which they have the ability to listen to our calls and offer training to ensure that we are delivering their brand message the way it should be.

From the outset of a client’s journey with us, QA is at the top of our priority list. Within our initial meetings we outline our typical sales cycle and method, allowing them to get involved and adapt it where they see fit. From there, we introduce their dialling team and we encourage them to discuss their product and services in as much detail as they can so that everyone has a thorough understanding of the offering and industry they will be selling in. We then set up a script and pitch for our diallers which provides them with a guide for their calls. Our scripts are important, offering company USPs and common objections, however, we don’t hire robots and we don’t want our calls to sound scripted, so we allow our expert diallers to tailor them as they see fit.

Once the diallers have made their calls, they then go through the next phase of our QA process – call screening. This involves us randomly selecting calls from each campaign and grading them against Air’s call framework, which is adjusted to suit each client. Owing to our transparent approach, clients can have as much involvement with this as they would like, for example one client calls us every Friday to catch up with the campaign and compare call notes. To follow up on these discussions, we then have a debrief with the dialler who’s call has been selected to ensure that they implement any feedback going forwards.

For us, QA helps us to meet our clients demands and expectations. By continuously offering services of a high quality, we build strong trust with our clients. It also allows us to save us and them costs, as we can pin point issues before they become damaging. Investing in QA is indispensable in many industries today. It is most effective when it’s in place from the start. When Quality Assurance is done right, confidence is guaranteed.

Opinion Piece by Jo Marshall, Quality Assurance Co-ordinator