Md. Akhtar Email and Phone Number

- Create Transition and Transformation strategy based on business/customer requirement- Activity and resource planning wrt project management- Cost estimating and developing the budget- Analyze and manage project risk and draw plans to mitigate- Pan India business partner governance ensuring they are in line with Airtel Business - Business Partners' dispute management

- Defines the overall transition and transformation strategy based on the customer requirements- Analyze the customer business and technical requirements to ensure the transition and transformation approach is aligned accordingly and develops a compelling transition and transformation strategy- Responsible for building and maintaining a strong and long-lasting culture of continuous improvement and sustenance- Lead & drive business transformation programs and projects for key strategic initiatives of the organization across functions from Supply Chain, Operations, Sales Excellence & Finance- Collaborate and engage with Senior leaders & subject matter experts, facilitate workshops to design, simplify and standardize the business processes- Regularly review the progress & performance of the said project and hand over the transformed services to the routine operation Monitors and controls the projects included in the program according to the greed specifications and plans- Ensure the PAN India business is compliant with Airtel Norms and take action as needed- Ensure Governance related issues of contact centre getting addressed - Work closely with various Vendor Account Heads to ensure delivery of operational KPI’s from Governance stand point

- Steered the company's market presence and increased customer engagement. Credited as a Key Member to:- Design the flow of Airtel App and drive App Penetration in customer through Vendors, usage improved from 27% to 65%- Managed Single Screen Launch PAN India to attain reduction in Average Handling Time from 155 Seconds to 135 Seconds- Innovatively designed a process document “New Work Ways” for Bharti Airtel and circulated at a PAN India level to improve First Call Resolution & enrich customers’ experience, recorded an improvement in FCR Score from 72% to78% annually- Successfully registered a 1.0 - 1.5 Million Call Reduction (Yearly) by implementing NWW (New Work Ways) Project- Created a "We Care" Process Document to examine the bottom 20% population, to improve overall FCR - 2%+movement- Led efforts for enhancing the company's reputation and safeguarding its interests/ online presence by: - Monitoring and controlling the creation and publishing of relevant, original, high-quality content on social /digital/print media - Encouraging the focus of media towards converting negative sentiment to positive sentiment

Acknowledged as highly focused & committed manager, I employ a collaborative management style that in turn motivates teams towards successful execution of shared objectives. Some of major accomplishments were:►Instrumental in attaining Quality Scores movement from 79% to 90% within a short span of 4 months & earned honors from Vodafone Team►Played a crucial role in ramping up the business across Delhi, Haryana & Punjab Circles, ensuring delivery of adequate batches by RM Team and end-to-end co-ordination with Vodafone Clients►Strategically initiated WAR Room Concept to identify critical opportunities both at Process/Technology and Advisor’s Level

I deployed my keen acumen in heading Profit/Loss and Cost Management for the allocated LOBs, liaised with RMC on headcount readiness & accepted the forecast. Conducted skips level meetings with TLs, AMs & Advisors to comprehend the area of opportunity at a center / personal levelSome of major accomplishments were:►Spearheaded Profit/Loss and Cost Management for the allocated LOBs, liaised with RMC on headcount readiness ►Constantly stood in Reward Zone for a period of 8 months for bringing down critical KPI "Repeat” for centre from 30% to 22%►Led and implemented strategies to reduce shrinkage from 27% to 19%, thus enhancing call handling capacity ►Reduced attrition from 17% to 10%, with no further cost in workforce hiring and built efficiency in existing headcount to get max. utilization

Innovatively initiated the Repeat Caller Desk to increase customer delight by addressing queries of repeat callers and to effectively highlight all process-level issues to internal and external stakeholders for course correction.Some of major accomplishments were:►Delivered lowest repeat % at a PAN India level and across partners, consecutively for two quarters in 2013 as Manager –Operations►Successfully elevated the gross margin of the process by 10% in 2013 compared to 2012 as Dy. Manager –Operations ►Effectively tracked TQ/MQ/BQ, initiated stack ranking on critical KPIs in 2010, and replicated PAN India (HGS Centers) as DM –Operations.►Recognized by clients for being the only team member to achieve a Call Quality Score of over 92% for consecutively 3 months

 Ensured SLAs and Qualitative KPIs are met as per acknowledged targets Manpower planning & Real time headcount allocation basis agreed and accepted forecast Handled Ramp-Up end to end, Manpower added from 320 CROs to 510 CROs  Established a robust governance structure, so that KPIs are reviewed at regular intervals by all the stakeholders Conducting skips to ensure that employee grievances and concerns are addressed

 Ensure SLAs are met as on a regular intervals Adherence of effective log in hours  Escalations to be taken and call backs to be made as per client laid down process Grooming new advisors on a regular basis Client defined KPIs like ICE, repeat and call quality targets to be met consistently

- Handle inbound calls to solve customers' queries, requests and complaints- Handled retention and escalation desk- Coaching & Guiding the new joinee as and when they use to hit the floor