Tushar Arora Email and Phone Number

Headed 22 individuals and utilized team ceremonies to achieve >80% score on leadership, engagement, and enablement index, surpassing organizational KPI of 70%.-Created Soft Skill Program for frontline agents and launched four different vendor sites, increasing customer satisfaction score (CSAT) by 2.5% during pilot and 75% within six months.-Oversaw launch of agent-centric features on call listening product Sage.-Led initiatives on Business Continuity to maintain operational readiness in case of emergencies.-Influenced transition to targeted data approach for obtaining customer insights using data models; initiated Call Bank platform to centralize positive and negative customer experiences as future reference for product launches, reaching adoption rate of >10%-Lowered response time in managing customer complaints from 30 to 10 days by integrating three systems into one through design of centralized platform.-Developed complaints program and training materials to transition three external teams to third party vendor.

Managed customer complaints program in collaboration with C-Suite level executives. -Built key relationships with external regulators for speedy closure of open complaints.-Certified complaints program to ensure well-managed outcomes through process documents.-Executed operational training and assembled two teams at third party vendors to enable smooth process delivery.-Led teams in conducting two audits to review existing complaint management process.

Coordinated smooth back office operations to support optimal customer care procedures.-Launched new agent tool for customer care intake for convenient tracking and follow-up, increasing agent satisfaction.-Created process-related artifacts and streamlined back office processes to increase efficiency by 43%.-Minimized risk of critical payments-related processes by documenting and multi-sourcing tasks.

Ran Gemba meetings with 3PL partners and drivers, ensuring delivery success of over 99%.-Acted as coverage during absences of multiple team members to meet customer promises at intended delivery level.-Compiled daily reports for senior management to highlight misses and corrective actions.-Supported deployment of new sortation facility in Milton, ON.

Coordinated various process enhancements and adoption of tools to accelerate procurement delivery.-Provided suppliers with Cash Flow program to manage short-term payments in partnership with JP Morgan and Citibank, improving cash flow of $14M CAD.-Produced analysis reports on spending for $2B; automated reporting process to decrease time spent by two days.-Improved key KPIs by 25% within six months with automation of purchase orders management to reduce manual labour.-Supervised implementation of tools such as SAP and Celonis to enhance process efficiencies.-Utilized software Convergence to prepare training deliverables and plan processes.

Led quality improvement to reduce errors by 50% within first three months. Shipped over 500 turbine blades with zero defects.-Liaised with internal departments and suppliers to align project with processes in accordance with ISO standards.-Managed 21 staff members and arranged offboarding for plant shutdown.

Conducted internal and supplier audits to ensure certification to ISO 9001, 14001, and 18001. -Saved $300K in project delivery using Plan-Do-Check-Act methodology.-Led technical committee as Division Level Compliance Officer to verify adherence to federal and provincial regulations while mitigating regulatory risk.-Developed program to upcycle unused parts to active projects or servicing, saving $300K in costs for four projects.

Set up new research lab to monitor product chemistry. Managed quality of incoming product and led software training.

Implemented critical capital projects with budget of $500K+ to generate new and mature product introductions in collaboration with union employees. Liaised with customers responding to Quality Incident Report.-Ran three-day Kaizen events to optimize workstations for aiding fabrication and inspection; decreased cycle time by 2.5 hours per assembling to minimize delays.-Increased machine utilization by replacing existing equipment with new laser machine to avoid errors in production.