1. Leading and managing (sharing responsibilities with the India and International {UAE, SG, AUS} stakeholders) all dimensions of business, technology, and project management, through the business cycle. 2. Liason with the senior management to expand operations as required and support business expansion and development in the region.3. Responsible for service fulfillment, customer, and partner experience. Along with this, successfully achieved the mandate of keeping experience intact with a reduced cost (by ~30 pc).4. Demonstrated good understanding of business objectives, aligned effort, and got buy-in from stakeholders to propagate a customer-centric culture within the teams.5. Vendor management - build strategic policies to identify and implement offshoring opportunities. Successfully partnered with a leading vendor in Q4 and managing the account indirectly. Key skills that helped in successful execution, 1. CRM Management -> Audit all CX processes on CRM (Ameyo) and suggest improvements as per the dynamics. Created necessary guardrails to ensure no scope of fraud activities. 2. Operational Quality -> Overseeing the Quality Function ensuring seamless service delivery leading to Customer Delight.3. Comfortability in data science helped quite a lot in identifying the scopes of improvement and navigating towards the structured problem solving approach.

After a 4-month long 'overdue' sabbatical, this role of customer success manager was a serendipitous event in my professional life. In a time of uncertainty, both UC and I took a bet on each other and it turned out pretty well for both sides. Key highlightsMar-Dec'191. Led the inbound helpline function of service professionals associated with UC. This required strong team build-up since the function was at a very nascent stage. 2. Assigned responsibility to improve partner experience, which I was successfully able to improve from semi-10% to 45%+ within a span of 4 months. 3. Proven my metal towards inspiring, coaching, training, and developing team members to consistently provide exceptional customer service and drive for results.4. Collaborated with city teams to understand the on-ground issues in their respective verticals, and built a centralized repository to proactively resolve those issues for partners. Jan-Mar'201. Took charge of service escalations team, specifically for AC Repair vertical, during the peak season. The core assignments were - capacity management to handle volumes, improved customer NPS with reduced cost (refunds). Oversaw a group of team leaders and customer happiness executives across all channels.2. Created effective customer service procedures, policies, and standards – focused primarily on improving quality and effectiveness.3. Developed customer satisfaction goals (CSAT) and coordinate with the cross-functional teams to meet them on a steady basis.Mar-Oct'211. Built a 50+ member team from scratch to oversee operations for a centralized team dedicated to ensuring the safety of users.2. Collaborated with engineering & product teams to build online fraud detection guardrails to ensure service professionals are meeting all safety/ PPE guidelines post COVID. Used analytics techniques to detect, prevent and mitigate fraud. 3. Solutioning with the teams by bringing in the right process/ system/ policy fixes

1. Managed a large team of 200+ members directly reporting to 12 Assistant Managers and eventually rolling up to myself, indirectly. 2. Transformed my approach towards issues from reactive to proactive. Resolved people issues, anticipated process gaps, and managed capacity to ensure no breakages in operations. 3. Headed FGDs and Improvement committees for growth. This resulted in an exciting opportunity to bring an additional line of business to the org. 4. Oversaw and ensured compliance guidelines (TOPS) were being followed within the team. This required me to monitor audits, associate feedbacks, and compliance checklist done by the Assistance Managers.5. Brought more inclusivity and bridged gaps between the vendor and client. Sep'2018 brought an end to a fascinating journey with Teleperformance. The 3 roles I played here made me the person I'm today. Unfortunately, had to let go due to better career opportunities and bring more financial inclusivity for me.

1. Met and sustained all KRAs based on the organizational requirements through process reengineering and efficiency analysis. Proud to be the top-performing leader 4 times in a row. 2. Frequently revisited process flows and implemented course corrections. 3. Facilitated and implemented (basis leadership's discretion) process improvement ideas to improve overall process efficiency and customer experience.4. Identified and implemented training & development needs of Support coaches/ SMEs. 5. Prepared weekly & monthly reports on the performance of self, team and process.6. Became the go-to guy for senior leadership for any ad-hoc time-sensitive tasks/ projects. Built strong networks within and outside the ecosystem to streamline and fasten the process. All of the above helped in transitioning to a senior role within a year. Recognized as the first leader to be promoted to Manager scale in the system.

1. Handled inquiries, from the supply side of an e-commerce business, via email with a customer-centric approach.2. Investigated and resolve account-specific issues ranging from onboarding to stock management.3. Provided guidance and necessary education towards the self-serve flow to reduce frictions and delays.4. Collaborated with center leaders to solve burning issues on the ground. Attended key client meetings to share feedbacks for improvement. 5. Maximized the efforts and ensured that the outcomes are achieved which resulted in getting a promotion to the next role within just 4 months.