A Mobile Phone Carol… OR From Surplus to Lifeline: Aiding Connectivity During a Crisis

Introduction:

Just as i was about to write another post or article to showcase thought leadership, skills and knowledge (and other phrases I never thought I’d write) in an attempt to appeal to random readers who may have my ideal job to offer. My thoughts instead turned to the annual tradition of Christmas stories and their central message of hope triumphant over bleakness resonating with many job seekers who are finding their search for the right role to be very difficult, especially as Christmas approaches. The uncertainty and stress can be tough to navigate, making it even more important to reflect on stories of hope and purpose.

This isn’t a tale of a miser with three Christmas ghosts journeying through time to right wrongs but it’s a story worth telling: a testament to how empathy, teamwork, and a shared mission can create positive change, even in the weirdest moments.

I’d like to share one such story— a memory from an unexpected time, during the pandemic, when a charity initiative and a noble cause reshaped my perspective and taught me valuable lessons that continue to inspire me. (this is LinkedIn so will have the obligatory corporate stuff in as well!)

The birth of an Initiative:

The idea originated with one of our Exec Directors, Gareth, who envisioned taking stock that would have been sold off at a fraction of its value and turning it into a tool for good. While I didn’t work directly under Gareth’s leadership, his approach was inspiring and showcased how thoughtful, community-oriented thinking could make a real difference. The task of bringing this vision to life was led by two exceptional leaders, Elizabeth Masters and, later, Sara Tidy. Elizabeth’s leadership was marked by a calm, reassuring presence that fostered trust and drove everyone to contribute their best. She never sought to assign blame when things went wrong; instead, she provided the space needed to find solutions. This empowered the entire team and made us want to go above and beyond to support the initiative. It was under her guidance that the early framework for this critical project was laid out.

Building the Operational Blueprint:

As the operations expert on the team, I was fortunate to have the freedom to develop the logistics needed to make the project a reality. Operations work often goes unseen, but it’s where plans become actionable and details are painstakingly brought together. Applying the 80/20 rule—a principle introduced to me by my former manager, Peter Worsey—I focused on building a system that would cover the essential 80% needed to launch. This kept us from over-engineering the process and allowed for iterative improvements later. The key elements I mapped out included:

? An order mechanism to capture requests and log information

? An approval step for oversight to ensure proper distribution

? A collation process to gather materials

? A dispatch system to facilitate timely deliveries

Power Automate became a crucial tool in turning this framework into an operational reality. I had previously experimented with creating workflows linked to spreadsheets, and this experience provided a solid foundation for automating various parts of the process. Notifications, status updates, and task triggers were all streamlined, ensuring that the system could run efficiently and transparently.

The 20% Improvements and Security Measures:

Once we had an operational process, I began refining and enhancing it to address key concerns, particularly information security. Handling names, addresses, and other sensitive data required strict compliance with data protection standards. To this end, I developed a process to store sensitive information in a password-protected file, ensuring it was secured in a restricted-access area. Furthermore, I introduced SFTPssh protocols for secure data transfers to our suppliers at specific intervals, ensuring confidentiality was maintained.

The dispatch process was also optimized with feedback loops. Our main supplier managed dispatch records and tracked issues, automatically sending data back into our system to populate customer service logs. This allowed us to answer inquiries efficiently and maintain full visibility over every transaction. One particularly innovative aspect was the development of a system that informed a supplier which tariff to provision SIM cards on, enabling them to be live and functional while still in transit. By the end, the entire operation was fully automated and required minimal manual intervention, embodying the operational precision we had set out to achieve.

Real-World Impact and Personal Reflections:

The project’s impact extended beyond expectations. We provided handsets to A&E departments, allowing patients facing their final moments to speak with loved ones when hospital restrictions prevented physical contact. This element of the project, while deeply moving, underscored the harsh realities of the pandemic and the importance of staying connected. We also supported a diabetes program by supplying handsets to trial real-time blood data collection, showcasing the versatility of the initiative.

However, the most profound moments came from seeing how this initiative supported homeless individuals. The handsets allowed them to take crucial steps like applying for universal credit, joining housing lists, and reconnecting with loved ones—actions that, for many, marked the beginning of a new chapter. One of the most eye-opening aspects of the project was realizing the scale of domestic abuse. It was harrowing to hear stories of women who used these simple, returned handsets to escape dangerous situations and find safety for themselves and their children. Knowing that our work played a role in empowering these individuals to take such life-changing steps was both humbling and deeply impactful. Yet, there was always a lingering feeling that more could be done, a reminder of the persistent need for support.

I was also fortunate to collaborate with some wonderful people during this project, including an MP and her team, as well as the incredible organisations Crisis, the Red Cross and St Mungo’s. Their dedication and insights added immeasurably to the initiative’s reach and success.

Personal Insights:

This experience had a profound effect on me. Initially, I approached the project thinking it would be a straightforward task. I didn’t anticipate the emotion, urgency, and personal stories that would spur me on to do my absolute best. This project shifted my perspective to be more customer-centric and to actively champion the voices of those we served—a mindset that isn’t always well-received in certain environments, but one that I now consider essential.

The challenge of developing and refining the process while it was already in use felt like performing an F1 pitstop while the car was still moving. It taught me how to adapt quickly and push through high-pressure scenarios with a balance of innovation and practicality.

Reflections on Leadership and Teamwork:

Working alongside leaders like Elizabeth and Sara Tidy was transformative. Elizabeth’s serene and composed leadership taught me the value of creating a blame-free environment that nurtures innovation and collective responsibility. Her trust in the team fostered a commitment that drove us to push beyond expectations. Sara’s relentless determination and “never say die” attitude resonated with me on a personal level. We shared a mindset of defying limitations, and her energy was infectious, inspiring everyone to meet challenges head-on.

Dan Jackson, our head of sustainability before the initiative, also left an indelible mark. His unmatched organizational skills and efficiency became benchmarks for me. While I sometimes felt he might have thought I found his approach amusing, the truth was that I admired it and learned from it. Dan, if you ever read this, know that your meticulousness influenced me to be more organized in my own work.

Receiving the BEM:

Receiving the British Empire Medal (BEM) for my role in the logistics operation was an honor I didn’t expect but deeply valued. My position meant that I was often the face seen by requestors, responsible for ensuring seamless delivery and resolving issues as they arose. However, the recognition felt a bit unfair without highlighting the collective effort of the entire team. Everyone contributed significantly, and accepting the BEM was, in my mind, a tribute to the shared dedication that made the project a success.

Conclusion:

This experience taught me that logistics and operations are not just about moving items—they are about enabling connections, and in certain circumstances are about creating hope, and sometimes, even saving lives. Yes that sounds dramatic I know but you’ll never see a greater use for a ￡10 handset and a sim card. The initiative reinforced that compassionate leadership and a strong, collaborative team can achieve extraordinary outcomes, even during the weirdest moments and that hope and connection is always worth striving for.

I would love readers to reflect on their own experiences where teamwork, or unexpected opportunities created impactful change. What lessons did you learn, and how did they shape your perspective? Feel free to share your thoughts and stories in the comments.