Bolttech Poland, formerly named as “Digital Care Group” established its Bangladesh entity as “DC Services Bangladesh Ltd.” which to be soon named as “Bolttech Device Services Bangladesh Ltd.”

www.vfirst.comValueFirst, a Digital Engagement Company based in Gurgaon, India. It has operations in India, UK, UAE and Bangladesh.

Responsible to lead the team to provide WiMAX and Fiber internet solutions for Corporate Customers

Major Responsibilities:Leading and developing the teams of Corporate Sales, Enterprise Solution, Direct Sales (SME) ,Strategic Sales & Support and Tele Sales to deliver continuous and consistent growth, blending Strategic Support for maintaining high standard in after sales service delivery. The key to success of the role depends on the strategic relationship management with the key decision makers of government and donor agencies; C Level Executives of private organizations and other strategic bodies. In addition I have to formulate Sales, Revenue and Collection strategies; Maintaining complete synchronization with all other Functions and their needs.Major Achievements:On January 2014, C&SS reached to the 35% mark on active revenue base. Considering the average of 15% number contribution on monthly sales; this figure of 35% shows the mussel of the quality of sales made by this channel from the very beginning. In 2013 C&SS successfully maintained 20% higher ARPU from rest of the channels. In terms of ARPU, once struggling direct sales channel (4% higher from avg.) now maintaining a rate of 37% higher ARPU; in comparison with other channels.

Major Responsibilities: Leading and developing the teams of Corporate Sales, Direct Sales (SME) and Strategic Sales & Support to deliver continuous and consistent growth, blending Strategic Support for maintaining high standard in after sales service delivery. Strategy and action plan to include Direct Sales (SME) under Strategic sales. Formulating Direct Sales (SME) team strategy with new agendas of long usage cycle for customer, higher ARPU and bring down the operation cost of that channel. Developing support mechanism for Direct Sales (SME) connections with coordination with installation team and after sales OLS (on location service) team. Major Achievements: In the last 10 months of 2012 , when Corporate & Direct Sales merged together , those channels made- number contribution of 13% and sales time revenue contribution of 17% Direct Sales is largest sales team under company’s direct supervision this team had equal share of 21% in number and in sales time revenue in the year 2011. And it was severely struggling with its ARPU, resulting only 4% higher ARPU then rest of the channels (Except Corporate). Under new team structure this channel has maintained ARPU to certain level of 31% which was 27% higher than previous average of 4 %. Since ARPU became the focal point to decrease SAC so Corporate Sales and Direct Sales (SME) ended up with the ARPU with 53% and 31% respectably higher from the AVG. ARPU of all channels in 2012. Consolidated avg. is 39% higher from other channels. Developed product plan for – “Pocket WiFi device for new customers” , “multiple modem use with single account for existing customers” and “IP Camera Solution for Government agencies to monitor volatile political activities”. Developed a new concept of Apps based marketing toll which saves 80% cost in comparison to SMS based marketing.

Major Responsibilities: Developing “Corporate & Strategic Sales” team with primary responsibility of sales but with a major focus for customer retention, VIP customer management, collection, training and strategic relationship management. Make decision about setting priorities and develop goals considering long-term outcomes. Innovations on Database collection maintaining the acquisition cost and following the set regulations. Developed ideas for cost cutting which would drive the team towards positive SAC and customer retention.Major Achievements: In the 17 months of joint operation of Corporate Sales & Tele Sales, C&SS made number contribution of 12% and sales time revenue contribution of 15%. Since the merger of Corporate and Tele Sales ,with the new name of Corporate & Strategic Sales; it has maintained its ARPU to the level of 26% higher from rest of the channels For the first time in Bangladesh a Tele Sales team were executing by specific pull generation activity towards sales hotline. Developed innovative ways to bring potential database from different sources. Out of this base a sms campaign initiated and 7% calls have been generated to Sales Hotline and 15% of the calls considered as leads generated for other sales channels. As per the report received from other channels the total conversion was 80% from the leads. It was the most successful lead generation campaign since cost involved was 25% lower than that of other lead generation campaign. Proposed and executed monthly invoice and payment notification process of QUBEE users. Initially it was email only but I executed for instant sms notification with the help of my previous employer which was a telecom company. In 2011 as a representative of Sales & Distribution at the Churn Busters meeting, proposed a Churn Back Mechanism and eventually that has been approved from the MTM since it portrayed the action rather than over analysis.

Major Responsibilities: Introducing and developing Corporate Sales department in the organization. Building up a Corporate Sales team by picking up highly motivated individuals from existing team of QUBEE. Managing an Engineer’s team to provide instant support to VIP customers. Relationship building and rapport development with the top tier of the corporate clients.Major Achievements: In the 9 months operation Corporate Sales made number contribution of 7% and sales time revenue contribution of 8%. Corporate channel has maintained its ARPU to the level of 15% higher from rest of the channels. Only 3 people brought a new belief in the company that it is possible to create market behavior if product can be placed in the right approach. Introduced the concept of recruiting Engineer as sales executives. It created a different level of confidence among existing customer base.

Major Responsibilities: Overall Responsibility to start The First ever customer touch point of QUBEE. Launch Project core team member. Ensure a sales number which keeps the company motivated in the launching time.Major Achievements: Single handedly carried out the responsibility starting from Store budget approval from the MTM , store location selection, negotiation, agreement, interior designer selection, supervise the execution, ensuring brand guideline at the store, recruitment of staff, purchase of all necessary items of office, staff training, network feedback from adjacent location of the store, modem lifting , storage . During this I had to work directly with CEO since Head of Sales supposed to join later. I was fortunate to successfully managing the deadline to make the store ready for selling of company’s first ever commercial connection. After launch I initiated a corporate sales wing under flagship store which officially did not exist on paper. This effort contributed to a significant number of sales during the early days of the company. On various process meetings I proposed and defended “Hard Copy on demand only” for monthly invoice for the customers. This bold decision saved almost 20 Million in BDT for the company. Promoted within 4 months for my out of the box initiatives and achievements in this period.

Major Responsibilities: Leading the team to retain and grow the corporate business in Motijheel and Dilkusha commercial area (corporate hub of Bangladesh). Project Leader of SME Relationship Management to serve high users of SME segment. Account Management and Retention, acquire customers through referrals.Major Achievements: Successfully retained the largest corporate client of Banglalink . Over 3.5 years of managing the mentioned account, revenue increased by 8 times (from the base near half a million). Develop new ideas for corporate clients to support both parties’ business portfolio. (E.g. Bringing Pubali Bank Limited’s 550 remote branches under internet connectivity by redesigning Banglalink network roll out of GPRS sites ). Made a huge impact with the new model of using banglalink scratch card as commission toll for corporate clients. SME RM team of 6 callers brought a substantial change on APRU and churn rate of high ARPU SME customers.

Team Leader : Motijheel & Dilkusha Corporate Zone.

Team Member, Motijheel & Dilkusha Corporate Zone. International Roaming Activation and Support for all Corporate users. Working as coordinator for Corporate Customer Management -Service Office. Contact person from GP’s end for the corporate clients of Motijheel (corporate hub of Bangladesh) for any after sales service. Maintain excellent relationship with all the “Key Contact Persons” of the assigned zone.