Sam Arico Email & Phone Number

Melbourne, Australia

Working closely with Executives in the TMT industry to develop and execute corporate and business unit strategy, operating model design and mobilise and manage large-scale business transformation programs delivering sustained customer experience and commercial results.

• Telstra’s Retail division draws together the Consumer & Business channels, Digital, Products, and NBN businesses, challenger brand ‘Belong’, and the Customer Experience Office. Led a team of over 150, reporting to the.
• Led a multiyear productivity program approved by the CEO Leadership Team, to deliver cost reduction and improved customer experience
• Established ‘Chief Data Office’, defining Customer Data Policy… Show more Telstra’s Retail division draws together the Consumer & Business channels, Digital, Products, and NBN businesses, challenger brand ‘Belong’, and.
• Established ‘Chief Data Office’, defining Customer Data Policy and Standards endorsed by the CEO Leadership Team, including global benchmarking and improvement roadmap. Built strategies and data journey maps to.
• Built end-to-end measurement of customer experience and provided quality actionable insights highlighting key opportunities for end to end continuous improvement.
• Delivered contact volume reduction and associated cost savings through root cause identification and elimination, digital adoption, self-service and process simplification to improve customer experience.

• Led a team of over 150 engaged in the IT transformation of Telstra’s domestic mass-market division as part of enterprise-wide IT transformation involving the replacement of CRM, Provisioning, Assurance and Billing.
• Successfully led and executed the multi-year migration of customers and services from legacy platforms to the new strategic IT environment with minimal impact to customers.
• Led the Executive Proceed Decision for all Enterprise IT… Show more Led a team of over 150 engaged in the IT transformation of Telstra’s domestic mass-market division as part of enterprise-wide IT transformation.
• Led the Executive Proceed Decision for all Enterprise IT Releases, ensuring readiness for seamless deployment in both IT and Channels. Established Business Contingency Planning. Co-ordinated test activity and go, no-go.
• Successfully led the Customer Major Incidents function remediating and mitigating adverse customer impact, potential brand damage.
• Successfully established and led the Incident Reduction Program

• Led a team of over 50 and an industry partner workforce of over 700 accountable for the Business Incident Management function to address and remediate customer and business impacts as a result of IT changes, product.
• Enhanced and refined the business incident capability and process, which resulted in faster turnaround of… Show more Led a team of over 50 and an industry partner workforce of over 700 accountable for the Business.
• Enhanced and refined the business incident capability and process, which resulted in faster turnaround of customer management strategies and remediation, root cause identification and feedback loop to business owners.
• Developed and delivered a plan to improve customer order flow through by reducing order fallout to world’s best practice.
• Established and led the program of work to rectify data anomalies between CRM and Billing platforms.
• Developed a high performing team with an employee engagement score in the top 10% of the company Show less

Led a multi-disciplined team of over 40, accountable for the development and execution of strategic programs for enhanced customer experience, operational excellence, cost reduction and increased revenue benefit. Created a highly successful Program Management capability, regarded as a Centre of Excellence within Telstra.

Led a team of over 800 staff, accountable for call centre operations, back of house order processing, customer complaints, system and process development, impacting ~7000 Consultants handling in excess of 33M calls p.a.Met all financial and productivity improvement targets for 3 years while maintaining customer service standards. Invested to deliver Grade.

For the Products Business, introduced Working Day financial reporting and analysis. Developed Quarterly Review Reporting, Product and BU Operational plans. Instrumental in the development and discipline of revenue reporting and analysis. Managed capital investment expenditure of ~$400M.

Delivered target revenue of $360Mpa through various calling products. Championed and led the Cards Strategy to deliver growth with incremental revenues of up to $45M and increased market share.