Promoted from Operations Manager, prioritized employee well-being through strategic placement of an HR Business Partner and implemented combined HR and operational process improvements to mitigate morale challenges and maintain customer satisfaction.• Resolved majority of salary dispute cases by analyzing the challenges brought about by the new time keeping tool. Drove initiatives with HR to effectively re-orient employees on tool usage, validated accuracy of payroll data, and implemented process improvements to enhance collaboration.• Rectified supervisory salary concerns arising from the minimum wage increase by investigating payroll records and correcting inaccuracies. Also carried out corrective measures to align salaries and ensure fair compensation for leadership roles.OPERATIONS MANAGER• Launched an annotation business process to be used for Artificial Intelligence with an initial team of 20 agents and 1 Team Leader with the goal to scale the team to 500 agents. Defined job roles and responsibilities, localized and adapted product training, collaborated with IT to create data management infrastructure, established operational procedures, maintained close relationship with HR during the pandemic. Grew business projects by 260%• Promoted a culture of accountability by designing a comprehensive performance evaluation system that interconnected 20% of the agents’ traits to performance measures. Also, by incorporating team performance into leaders’ scorecards, effectively mentored and developed leaders resulting in an overall score averaging 96% monthly.• Acquired all new projects, solidifying our position as the vendor of choice, resulting in substantial business expansion. By consistently adapting good practices in operations, exceeded client expectations in implementing pilot projects and earned client’s confidence and satisfaction.

Oversaw the managed services of a Canadian logistics provider for UPS. Acted as site manager.• Protected company from liability and helped employees retain benefits by renewing HMO with longtime provider • Reviewed HR policies and designed KPI’s for operations to remove process ambiguities and started the discipline process with the team.• Negotiated no penalty for renewal of rent despite stipulations against company’s delayed action on renewal of contract.

Founded and led a new BPO company following the acquisition of Salmat Services’ IT and Data Entry business by Fujixerox. • Formulated comprehensive policies for HR, Finance, Admin and Operations. Strategically defined company’s 3-year plan by identifying Key Result Area’s (KRA) in: 1) organizational development, 2) technological advancement, 3) brand building, and 4) cost management. This proactive approach positioned the company for anticipated growth and expansion. • Prevented resignations from technical positions by updating policies that focused on productivity and fair practices. Implemented a formal job and salary levelling framework with SGV to gain insights on industry standards to be competitive in the labor market. • Empowered foreign colleagues to create suitable performance measurements with their technical teams to give them more autonomy and align business processes with customer requirements. Expanded the IT team from 40 to 150 FTE within 2 years. • Re-engineered operations of a 3-year foreign government contract in danger of missing its deadline and had excessive overtime. By overhauling KPI’s, reinventing incentives, optimizing manpower, project was completed ahead of deadline and overtime was reduced by 49%.

Started as an Account Manager for the company’s biggest account, rose up the ranks to become a shared services manager for operations. Was also assigned to lead HR and Quality Department and managed a production line printing business in between these roles. • Migrated/transitioned 6 non-voice businesses (newspaper archives, online retail/catalogue, data entry, scanning, online patents, government registers) from Australia and grew the team from 30 to 150 headcount in 6 years. • Designed a hiring exam that brought the right people for the job. Designed a productivity tool (automation) that became the standard used by the whole company. Improved Team Leader report generation time by 50%, aided sales costing and accurately measured speed and other metrics.• Successfully finished a one-off project 8 months ahead of deadline. Increased profit margins by 40%.• Garnered the highest Customer Service Survey (CSAT) scores on all business units handled for 2 consecutive years.• As Operations Manager for the Laser printing business of the company, successfully met all KPI’s after 3 months of being promoted to manager--the first time all targets were met consistently.• As Quality Head, acquired ISO certification during transition from ISO certification of 2001 to ISO 9002 Quality Standards.• As HR Head, was able to renew HMO contract without diminution of benefits by transferring risk to company thereby lowering premiums.

Contractual Engagement- Updated the directory and mailing list of the European Commission in order for them to correctly send out documents to other Embassies and establishments.

Part of the company’s Training Department which trained life insurance agents on product knowledge and assisted in developmental programs for employees like team building and soft skills courses.- Created a Marketing Plan focusing on companies in Alabang, Paranaque and Las Pinas where life insurance agents can target for group life insurance.- Gave client orientation on how they can use their HMO benefits.- Trained the succeeding batch for Management Trainees.- Successfully passed 4 courses in the Life Organization Management Association (LOMA)

- Contractual- Addressed credit card and bank inquiries.- Telephone transactions included card replacements, money transfers, and other tellering processes.