Marcin Walczuk Email & Phone Number

County Dublin, Ireland

Dublin, Leinster, Ireland

• Developing and managing processes for mobility services, enabling introduction of a new business with reoccurring revenue. Constructing Lead to cash processes between the company and partners.• Designing new service for major telecommunication partner supporting 240,000 end users. Building support and collaboration processes for various technical teams. • Understanding the flow of information between various stakeholders and systems. Deploying Lean methodology to analyse existing processes. Improving processes to reduce waste in the process flow and increase operational effectiveness. Ensuring smooth run of the process by rising awareness and training.• Setting quality standards for service desk ensuring high-quality customer service by introducing ticket quality manuals for all support levels, automating results gathering and reporting. Constructing internal check system. Confirming accuracy and consistency between quality assessors.• Effectively preparing documentation for customers and partners. Standardizing and improving documents by introducing automated templates for various departments.• Successfully improved monthly customer reporting by automating 75% of work required and reducing time required to produce all reports from 5 business days to 2 hours. Changing customer facing service delivery reports presentations. Designing cross-department and cross-system dashboards (i.e.: Marketing and Sales, HubSpot and SalesForce).• Demonstrating importance of content driven knowledge. Utilizing knowledge management module in ServiceNow.• Working with various applications, PowerBI, Forms and Flows among others• Contributing in SharePoint redesign and utilization project. Creating graphical representation of new SharePoint structure. • Providing support to a major telecommunication partner in developing and improving their ServiceNow instance, i.e.: introduction of service catalog, automated “three strike rule”, email-in and email-out integration.

• Designing complex cross-functional, operational processes for service delivery teams. Leading process optimization projects across all Service Desk deliveries centers for Royal Philips and Philips Lighting.• Implementing solutions for over 500 resources in Service Desk and Field Services capabilities. Integrating technical knowledge with an understanding of business needs, to create superior solutions for the client.• Providing consultation service to internal capabilities. Preparing commercial sales proposals for Non-Standard Service Requests. Applying solutions from vast portfolio, crafting new solutions to meet highly complex customer demands. • Producing best practises for delivery teams based on ServiceNow functionalities. • Working closely with automation team to reduce handling time and improve customer satisfaction. • Providing feedback on new items in technology portfolio from a delivery perspective.• Implementing customer experience initiatives from concept to implementation. Implementing best-in-class service and support for 110,000 users across the globe. Overseeing service desk delivery from four centers worldwide.• Presenting solutions, improvement plans directly to client at client’s location.• Working on transition projects, leading teams to successful transformation by implementing new technologies. Assisting Service Desk and Field Services teams in adopting changes. • Receiving Nomination to DXC UK&I “Got it done!” award 2017

County Dublin, Ireland

CSC and HPE Enterprise Services Division Complete Merger to Form DXC Technology. Continue in DXC Technology.• Monitoring SLAs and KPIs performance. Initiating data-driven continues improvements plans across capabilities. • Managing Lean Six Sigma Project for decreasing software incidents flow to field service which generates ~€250k savings per annum.• Running various “shift left”, cost-saving initiatives.• Ensuring program delivery and success through metrics-driven performance management and measurement methodology for core SLAs and KPIs • Managing end to end high-end client escalations and complaints. • Receiving recognition in Peer-to-Peer FY17 Program for the value Bias for Action. 2016• Achieving Annual HPE Recognition Award for Partnership first! 2016

Leixlip, Ireland

HP Split to HP Inc and HPE (Continued in HPE)• Designing Global Service Desk operational processes and procedures covering core deliverables; quality, customer satisfaction, incident resolution, request fulfillment. • Implementing operational process in global, multicultural environment• Ensuring delivery and success through metrics-driven performance management • Opening new service delivery location for Philips support team in India.

• Managing four language teams of total 20 technical support analysts, on the P&G (Procter & Gamble) account.• Developing a team of technical support agents, marinating a high customer focused support team. • Motivating teams and individuals to achieve high customer service standards. Inspiring teams to thrive in the ever-changing environment. • Mentoring and training junior and new staff through the dedicated 1-2-1 session. Enabling team member to progress within the organization.• Working closely with recruitment department in hiring new employees’ process. • Managing workforce, shift schedules, time and attendance• Generating and analyzing reports related to Help Desk performance. Presenting reports and teams results on weekly management meetings. • Providing prompt and accurate information on individual performance. • Accountable for desk’s quality performance: monitoring call and case quality and customer satisfaction results.• Creating quality improvement plans for the entire support team. Participating in companywide quality enhancements.• Structuring processes into, understandable and easy to follow documents.• Improving case and call quality handbooks for technical support agents and training department.

Dublin Ireland

• Accountable for desk’s quality performance: monitoring call, case quality and customer satisfaction results.• Making improvement plans for overall quality of the service• Creating new and improving existing quality processes. • Structuring processes into, understandable and easy to follow work instructions.• Improving case and call quality handbooks for technical support agents and "Quality and Training" department.• Participating in company wide projects for customer service experience improvements.

Dublin - Ireland

• Single point of contact for the global delivery team on Ericsson in the High priority incident management process. • Coordinating workflow between Field Services and Global Service Desk. • Working with implementation team, tasked with setting new Service Desk location in Bulgaria. • Providing training and feedback to Service Desk agents. • Involved in setting up new 2nd level teams in Costa Rica and Brazil. • Dealing with complaints and provided customer facing feedback. • Coordinating teams working together on custom projects. • Leading project: Reducing volume of incidents in the backlog of field service teams in the EMEA region. • Improving incident flow between Service Des and Field services engineering teams in Africa. Weekly calculation of pay and bill amounts for an average of 400 - 600 employees• Receiving Recognition Award issued by the Client for “Outstanding Delivery”.

Dublin Ireland

• Troubleshooting customers’ technical issues. Creating incident for L2 and L3 teams• Working as a backup for the 2nd level Ericsson technical team for advanced troubleshooting.• Actively improving first contact resolution rate.

Dublin - Ireland

• Managing production line, controlling the workflow and meeting targets, reporting to supervisors of all technical problems.• Troubleshooting and fixing a wide range of MP3 players.• Training new manufacturing operators, De-Bug operators and RMA technicians.• • Analysing production issues and provided feedback to Product Lead Managers.• Creating work instructions for outsourcing company which was taking over warranty department and customer repairs, for different products. • Producing productivity reports, creating and executing data driven improvement initiatives• Member of Yield Improvement Team. Highlighting of all yield issues. Achieving a yield improvement of 10%. Providing suggestions in areas where time could be saved. For example team achieved 108% run rate improvement on Zen Vision: M

Professional Certificate, Central Banking And Financial Regulation

Lean Six Sigma Green Belt, Lean Six Sigma - Process Improvements

Lean Six Sigma training provides the Green Belt with the skills to be able to quickly and effectively identify opportunities to reduce.