Allan D'Silva Email and Phone Number

• Responsible for the strategies involved in building the Bernstein Diet & Health Clinics brand. • Data collection and analysis for the purpose of measuring the effectiveness of all marketing campaigns. • Oversaw the functioning of the agencies that managed the Search Engine Marketing (SEM), Search Engine Optimisation (SEO) and Pay Per Click (PPC) campaigns on Google, Facebook and Bing AdWords.• Responsible for the optimisation, day-to-day functioning and strategy planning of the digital marketing endeavours of the organisation with a focus on lead generation and conversions.• Created the advertising budgets and the marketing plans for the company.• Explored new opportunities and created partnerships to expose the brand to new audiences.• Provided support to the Director of Operations in projects focused on the performance analysis of the media sources used by the company.• Consistently increased digital leads generated through Search Engine Marketing (SEM) by 7% (2016 - 2018). • Implemented targeted and seasonal spending strategies that helped reduce advertising expenditure by 3.5% year-over-year since 2015. • Optimised, Cost Per Acquisition (CPA) and Cost Per Lead (CPL) metrics of the company to improve return on advertising spend (ROAS) by 8%. • Successfully designed, created, implemented and analysed the findings of the customer satisfaction surveys for the company in 2015 and 2018.

• Responsible for the daily operations of the in-house call centre.• Led, directed and measured the effectiveness of the customer service provided by the team.• Hired, trained, mentored and managed the performance of new hires and legacy staff. • Evaluated new media options with the media buying agency to increase brand awareness and generate additional traffic into the call centre.• Improved call conversions rates by 3% (year-over-year) from 2009 – 2019.• Reduced repeat calls to the call centre by 6% through the implementation of automation.• Reduced learning curves by implementing efficient processes. (New hire training to production integration timeline reduced by 50%)• Key member of the team that implemented a Voice Over Internet Protocol (VOIP) phone system for the company and the call centre (2018).• Designed, developed and executed the process flows that allowed the call centre to seamlessly transition to the VOIP system for handling calls and emails (2018).• Defined the Integrated Voice Response (IVR) of the company (2018). • Implemented a cost effective queuing system for the accurate routing of calls (2020).

• Provided leadership, coaching and direction to a team of five Team Leaders and 100 agents in a fast-paced outbound environment, promoting credit card and insurance products. • Responsible for the day-to-day management, sales objectives, team leader coaching, staffing efficiencies, performance management, process improvements, client service interactions and call quality calibrations. • Single Point of Contact for the training, quality and client services teams to address, manage and implement process changes and initiatives that were aimed at increasing efficiency and reduce process gaps.• Consistently met sales objectives on all campaigns for 2008. • Exceeded sales objectives by 4% in Q4 of 2007 and 7% in Q1 of 2008 on a credit cardacquisition campaign.• Streamlined the Staffing Database to increase employee hours and minimize frequent hiring in 2008. • Raised money for CP24 & CHUM FM’s ‘Give a Kid a Christmas 2008’ and fund-raising initiatives to help less fortunate families enjoy a Christmas.

• Responsible for the day-to-day management, customer satisfaction indexes, staffing efficiencies, performance management, and hiring of team leaders. • Trained and mentored team leaders on customer service resolution techniques using strategies such as education and peer mentoring; Increased First Contact Resolution (FCR) scores from 58% in Feb ‘07 to 74% in May ‘07• Consistent achievement of C-SAT ratings in external customer satisfaction surveys (Q3 ’06 – Q2 ’07). Improved overall call centre customer service and first line resolution of customer calls such as bill explanations, billing related queries, change of price plans, dealer disputes and Mobile Number Porting (MNP) through a reduction in repeat calls by 3% in Q3 of ’06.• Strategically contributed to senior management discussions and forums that increased productivity, employee morale and retention of tenured talent.

• Led the day-to-day functions of a business-to-business outbound insurance tracking unit that was responsible for the payment of mortgage policy premiums and renewals. • Tracked, monitored and shared performance findings with the business unit in the US on a daily basis and helped in developing strategies to improve them. • Implemented a reward mechanism in the insurance tracking team that helped increase overall quality performance from 88% to 93% and accuracy from 96% to 98% in Q1 of 2006 • Designed and implemented programs aimed at retention of talent and created motivational exercises for team bonding.

• Led the day-to-day functions of an inbound credit card application centre for a leading US Bank. • Transitioned the business from a 25-agent pilot-project to a 100-agent performing-unit within eight months. • Designed and implemented a user-friendly dashboard with MS Excel to report daily performance figures to Senior Management and the Vendor.• Identified a key metric and tracked its success which was used as a selling feature for new business.• Organised several events and sports activities aimed at boosting employee motivation and creating a fun atmosphere at work.

• Responsible for the day-to-day functioning of a team of 20 - 22 call centre agents in an inbound third party environment for a telephone marketing company.• Managed the call quality scoring of the team members and participated in calibration sessions with the third-party monitoring agency.• Provided weekly and monthly progress reports on team performance to division leader and staff members.• Handled escalations and caller complaints.• Trained new staff and assisted with the integration of new staff into the production environment.