Joined Tabby to assume an ownership over CX function, that was mostly represented by Customer and Partner Support + TQ.Developed the CX org into CX Ops, WFM, VoC, CX analytics, Process Analytics, Training, Content and Quality1Y progress:Ops:CSAT 60->85Productivity +30%Moved 80% of CS headcount Dubai->Cairo; 75% of Cairo to fully remote.Hiring and nesting routine is standardized and scaled to hiring hundreds of agents / monthAnalytics:All the support processes are described and are kept up to dateTraining content is based on the current process library and is in a full sync with ProductProcess library and CS ops knowledge contribute to a creation and development of an inhouse CRMMoved from Zendesk to an inhouse CRMOps reporting provides an atomized and actionable view on the ticket health and agent's behaviorVoC:Painpoint reporting for customer and partner queriesDetailed NPS analysis is performedVoC research fuels ad-hoc process improvementsCurrent challenges:Develop a narrow solution path for the agents, integrated into CRMRoutinize the Ops DMAIC activityEnrich the mid-level management layer in OpsMake most of the CS routine actions unavoidable by designRoutinize the VoC improvement circleEnsure the CX org stability, redundancy and scalabilty

Created and ran a cross-functional routine of initiatives that drove CX improvements based on VoC data.Managed an analytical team was a company CX headlight.The team connected customer data across the company, generating insights that are actionable towards improvements in customer experience, friction, retention, and profitability. We provided functional leaders with insights within their business scope, helping them account for CX in their business strategies and execution.Achievements:• Connected execution with customer reactions through a newly developed Customer Experience Index (CXI) method. Reactions include emotional response, churn, repurchase slow down. With CXI, internal teams understand their execution impact on customer base and profitability,• Provided directions for customer recovery. Made recovery truly proactive by addressing a defect in execution before the customer notices. Lead and measured successful recovery pilots in a global scope,• Performed CX impact validation for most of cross-functional projects and initiatives,• Analyzed the customer journey for opportunities to intro a self-service functionality and for reducing customer friction and anxiety,• Led functional and regional teams in embedding VoC insights and reporting into their business routine, shifting their mindset towards customer and partner perspectives,• Challenged customer-facing units in their KPIs that were translated to the CXMedia:1. CXI presentation at Customer Contact Week Europe Exchange, London 2022event https://bit.ly/cxiccwee, video https://bit.ly/ccweevideodeck https://bit.ly/cxi_at_ff2. AIconics AI Innovator of the Year 2022 nominationhttps://bit.ly/aiimplementor3. Workgroup co-host at CX Retail Exchange 2022, London on “Redefining Loyalty”https://bit.ly/cxretailx

Started and led to excellence a regional customer service team. Best results in the company, low unwanted attrition and a great team morale.Validated company CVP for a local market through NPS analytics, onsite interviews. Run research for Service Satisfaction, Customer Persona, that contributed to coordinated service improvement projects and made a best practice for other regions.Implemented a performance management and staff motivation schema that was taken into consideration for a global rollout.Implemented a CS sale conversion analytics, that proven a team motivation shift more into a sale contribution.Drove a customer-centric culture. Supported Middle East CS team launch and ramp-up.ACHIEVEMENTS:• Moscow CS team exceeded company performance targets after the first month of operation,• Continuously best CS team in Farfetch for agent productivity (1.3-1.6x to Farfetch average) and Customer satisfaction (97-98% of customers were satisfied with service provided) during 2016-2019,• NPS improved from 62% in 2016 to 82% in 2018Awarded Best Manager, 2016

Oversaw all aspects of a positive customer experience by leading and executing the strategy for 3 corporate contact center sites with more than 500 employees.Implemented proprietary CRM system, planned growth and integration of the function, optimized call center performance, improved agent productivity, decreased cost of service, grown customer satisfaction, and ensured legal compliance.Kept call center capacity and technology ready to support timely and accurate processing of fluctuating order patterns. Implemented and tested business continuity plans.ACHIEVEMENTS:• Reduced CS cost per order by approximately 40% in 2014 – H1 2015,• Increased customer satisfaction index from 4.5 to 4.7 on a scale of 1 to 5, and Net Promoter Score from 78 to 84,• Planned and executed 2015 budget extra savings with a 9% reduction per order,• Led changes for cost reduction, reshaped motivation systems, and mitigated people and telco risks associated with cross-border contact center configuration between Russia and Ukraine,• Successfully tested disaster recovery procedures and survived blackouts.

I was ultimately responsible for customer satisfaction overall, as well as for the contact center operations.Was owning a customer satisfaction as my primary target. Represented a “customer” in a Strategic Committee, with an approval power.For customer loyalty improvements, I was representing the bank in a corporation-level forum of all CX improvement projects. As a Service Leader of the bank, I utilized NPS paradigm and collaborated with Satmetrix (NPS creators) to first reveal, and second – push through CX projects though the core of the business.Directed a contact center, both internal department, and an outsourced team. Focused on the development and promotion of a customer-centric culture.ACHIEVEMENTS:• Achieved highest level of cost efficiency compared to other departments in 2012, without compromising the team morale,• Increased customer loyalty from 42% to 54% in one year,• Trained and mentored staff in COPC and NPS methodology• Negotiated savings on contracts with internal and external service providers,

Managed the quality and readiness of the customer service to consumers in Russia and neighboring countries. Acted as a service leader for customer service and technical support team at an outsourced call center. Driven service optimization projects. Trained and mentored technical staff.ACHIEVEMENTS:• Managed service optimization projects including new channel launches, new service offerings, and migrations.• Developed and fostered long-term relationships with other departments including sales and marketing.• Increased CSAT from 45% to 84% in 5 years, the top result in the CEE region• Awarded “Great people, great performance” in 2008 and 2011

Provided technical expertise and support to corporate customers and account managers. Managed and advised customers on complex customer issues and improvements for their IT infrastructures.ACHIEVEMENTS:• Awarded Employee of the Quarter for top customer satisfaction score in EMEA, Q1 2003.

Performed functional analytics for a newly created banking securities and custody accounting software development. Managed and negotiated software functionality and implementation priorities with customers.ACHIEVEMENTS:• Designed technical product specifications for code developers for the first phase of product launch.

Universal specialist in economics, accounting, and database administration. My goal was to set up the custody accounting method, reflect it in the automation, develop internal documents and processes, and to oversee my team of custody accountants.As the industry was only emerging in Russia, I was on the edge of regulations, legal aspects, and tech to maintain the custodial and trading functions of the bank.