In my role, I spearheaded comprehensive organisational review and recommended transformative changes within Customer Service (CS) function to optimise leadership span and enhance workforce management. I also developed and implemented an updated CS KPIs, setting sector-specific benchmark targets to drive performance improvements and align with industry standards.Highlights of the role are:• Established and led a company-wide Post Purchase Journey (PPJ) Change Program, implementing robust governance and reporting structures to track progress and ensure accountability.• Orchestrated and executed 54 business and IT change initiatives within a five-month period, resulting in significant reductions in top call drivers and failure demand from manufacturing to customer delivery.• Achieved a remarkable 46-point increase in CSAT scores, elevating customer satisfaction levels from 2.25 to 3.3.• Reduced goodwill costs by 53% and effectively managed the cost of failure trend through targeted operational improvements and process enhancements.• Successfully lowered colleague churn rate from 20% to less than 5%, while boosting colleague satisfaction levels, contributing to a cohesive and high-performing team environment.• Led efforts to elevate Net Promoter Score (NPS) from 43 to 73, reflecting substantial improvements in overall customer advocacy and brand perception.

I directed transformation and leadership of the Consumer Experience (CX) function, managing three contact centres and field service operations with oversight of service revenue-based P&L. I also orchestrated relocation of contact centre resources to remote work model during pandemic, overcoming challenges posed by outdated tools and systems. I have conducted Divisional Enterprise Architecture review in partnership with Group CTO, driving operational stability improvements and enhancing overall IT performance.Notable achievements of the role:• Aligned CX strategy with Divisional 5 Year Plan, achieving objectives to reduce overheads by £3M within a two-year period from a £12.5M OPEX base.• Stabilised and enhanced service levels while returning service revenue to profitability, reversing an annual operating loss of £2M.• Led response to cyber incident as Major Incident Manager, successfully resolving issue within two months and assuming dual responsibilities as IT Director for 14 months.• Implemented a comprehensive Organisation Design (OD) plan for CX, consolidating three teams into a single function, refreshing leadership, and rationalising site operations.• Developed and secured approval for new Contact Centre and Telephony platform, delivering significant cost savings ahead of schedule and reducing operating losses by over 95% within two years.• Spearheaded successful RFP process to outsource Contact Centre, achieving buy-in from Group Board and enhancing third-party supplier performance.• Collaborated with Group IT to restore key business systems and significantly improve IT service levels, reducing colleague complaints from 20 per week to zero over three months.• Collaborated with Group IT to restore key business systems and significantly improve IT service levels, reducing colleague complaints from 20 per week to zero over three months.

I orchestrated and led the transformation of 2600-person global customer experience function, integrating Contact Centre sales, servicing, customer relations, and social media teams. I also collaborated with Accenture to conduct a comprehensive functional review within the first three months, resulting in detailed transformation plan to address longstanding operational challenges. I initiated and led a comprehensive policy review to align commercial policies with customer experience objectives, preparing customer seating policy for implementation to enhance overall satisfaction.Highlights include:• Designed and implemented new organisational structure that consolidated Contact Centres and Customer Relations teams, enhancing operational efficiency and leadership effectiveness.• Formed revitalised leadership team, driving immediate improvements in operational outcomes and stakeholder collaboration.• Championed and socialised Transformation Plan across key stakeholder groups, breaking down silos and enhancing operational performance during disruptions.• Secured Board approval and £51 million funding over 5 years for global telephony platform replacement, overcoming previous failed attempts to secure investment.• Exceeded financial KPIs for 2018 by achieving sustainable budget turnaround, reducing customer complaints by over 67% within three months through process improvements and automation readiness.• Enhanced colleague engagement, raising agent satisfaction scores from -20 to +8 and fostering a culture of increased discretionary effort.• Successfully transitioned operations from an underperforming India-based BPO to a more efficient South Africa-based provider, improving customer satisfaction and operational efficiencies.• Strategically closed Tel Aviv Contact Centre without service disruption, generating annualised savings of £1.2 million.

In my role, I orchestrated leadership of Programme function to enhance efficiency and effectiveness in delivering strategic and operational initiatives. I also collaborated with the CIO to identify and implement new strategic technology capabilities, enhancing core business process performance and ensuring GDPR compliance.Few achievements of the role:• Conducted comprehensive review and re-orientation of Provisioning function, resulting in improved quality of delivery, and reduced 'time-to-live' for key products.• Spearheaded re-design of order-to-cash process across all product lines, leading to significant improvements in billing performance.• Established and executed Call Centre improvement plan, achieving reductions in failure demand, colleague churn, and notable enhancements in customer satisfaction.

I conducted a comprehensive three-month project to analyse market opportunities for Medihospa medical consumables. I collaborated closely with the stakeholders to gather insights and evaluate market dynamics.Highlights include:• Executed detailed feasibility study on supply chain optimisation, logistics support, and potential sales channels.• Delivered strategic recommendations based on study findings that informed decision not to pursue proposed initiative.

I orchestrated day-to-day leadership of service and operations functions, focusing on establishing a scalable operating model to drive growth and enhance customer experience. I optimised recruitment and training processes, improving colleague satisfaction and operational effectiveness. I also revamped customer onboarding procedures to reduce first-time failure rates and enhance overall customer satisfaction. I collaborated on improving the 'Order to Cash' process to enhance handoff efficiency and billing accuracy. Notable highlights are:• Streamlined external customer communications, reducing complaints by 50% within first month of tenure.• Implemented Major Incident, Problem Management, and Continuous Improvement processes to enhance service quality and operational efficiency.• Introduced customer centric KPIs and enhanced management information (MI) dashboard to drive informed decision-making and performance improvements.• Enhanced supplier relationships and operating processes, resulting in reduced activity levels and improved end-customer experiences.

I spearheaded a strategic account management with full P&L accountability for key partnerships within UK's largest BPO, focusing on growth and service excellence through C-level relationship development. I developed and executed a comprehensive digital strategy for Online Business Unit of major UK gambling company, enhancing digital customer experiences, and driving business growth.Achievements in this role are:• Conducted multi-phase senior-level negotiations to re-orientate complex contracts, achieving one-year extension in support of client turnaround objectives during contract re-negotiations.• Introduced innovative added value services and operational tools to drive operational efficiencies and support client digital strategies, enhancing overall service delivery and customer satisfaction.• Realigned operational outputs to support client turnaround plans, maintaining core service levels while prioritising resolution of client complaints and billing issues during intense regulatory scrutiny.• Led continuous improvement initiatives leveraging technology and wage arbitrage opportunities to significantly reduce client 'cost to serve', delivering accelerated improvements in operational efficiency.

I orchestrated transformative customer experience initiatives during 'onboarding' process for Premium customers, enhancing sales engagement, pre-sales governance, and live environment transition, eliminating service credits during this critical phase.Highlights include:• Spearheaded simplification of Customer Service Operating Model, achieving £6.0m net OPEX saving in FY13/14 and reducing headcount by 6.5% while sustaining service levels and supporting business growth.• Achieved exceptional key Functional KPIs, elevating the average CSAT Score from 4.5/10 to 7.5/10 and boosting Net Promoter Score (NPS) from an average of -7 to +14.• Implemented groundbreaking 'Pre-emptive' service strategy, resulting in10% reduction in service credits across Enterprise customer base.