Functional Skills
Business Analysis
Business Operations
Business Development
Change Management / Org Design
Customer Experience
Customer Relationship Management
Customer Service
Customer Segmentation
Process Design / Re-engineering
Process Improvements
Performance Management
Strategic Planning
Organizational Design
Operating Model Design
Vendor Management
Certifications
Six Sigma Black Belt
Sector Experience
Business Services
Financial Services
Technology
Transportation & Logistics
Languages
French
Spanish
Twi
English
Countries Worked In
GH NG SA TG AE US
Bulge Bracket Investment Banks
Fortune 500
Experience
Green Dot Corporation
Customer Service
Vice President – Customer Support
1/2022 - 1/2023
Executive head of service support function, managing unit under P&L budget every year. 20 person central team, 3500+ BPO agent delivery organization. Leveraged data analysis and insights to identify and overhaul service and support organization.
• Strategic Executive Cross-Functional Collaboration – Led cross-functional CX process, vendor, technology and software execution efforts, with IT, Operations, Risk, Businesses Lines and all relevant stakeholders.
• Target Operating Model - Established differentiated service interactions at all touchpoints by leveraging Customer Journey Maps, and partnering with clients and internal stakeholders to review performance wins and fails.
• Service Operations Delivery - Scaled and oversaw BPO support delivery team, to deliver industry-leading Tier 1, Tier 2 & technical support. Reduced annual costs 38%, with no risk to schedule and linguistic support across all product lines.
• Strategic Revenue Growth & P&L Management - Pioneered customer retention strategies, retaining $3.6M in annualized revenue with a 67% conversion rate and reducing servicing costs by 20%. Delivered support under budget annually.
• Strategic Executive Cross-Functional Collaboration – Led cross-functional CX process, vendor, technology and software execution efforts, with IT, Operations, Risk, Businesses Lines and all relevant stakeholders.
• Target Operating Model - Established differentiated service interactions at all touchpoints by leveraging Customer Journey Maps, and partnering with clients and internal stakeholders to review performance wins and fails.
• Service Operations Delivery - Scaled and oversaw BPO support delivery team, to deliver industry-leading Tier 1, Tier 2 & technical support. Reduced annual costs 38%, with no risk to schedule and linguistic support across all product lines.
• Strategic Revenue Growth & P&L Management - Pioneered customer retention strategies, retaining $3.6M in annualized revenue with a 67% conversion rate and reducing servicing costs by 20%. Delivered support under budget annually.
Green Dot Corporation
Customer Service
Senior Director – Customer Vendor Management & Support
1/2020 - 1/2022
Architected and executed BPO-led contact center service & support vision and strategy, negotiating and managing contracts and shaping operations roadmap. Sourced, signed and managed top BPOs to deliver industry-leading Tier 1, Tier 2, Technical issues and Social Media support, covering Voice, Chat, Email, IVR, Web and App channels. 20 person central team, 3500+ delivery organization.
• Corporate Strategy- Created a data-driven segmented, BPO-led service and support delivery vision and strategy, across a multi-geographic customer care and support organization (US/India/Phil/Jam/Egypt/ Mex/Guat).
• Business Transformation - Overhauled support operations amid Covid-19 impacts, shepherding support team from a 95% team loss, to 3.5K+ agents in four leading BPOs in five countries, activating rapid transformation and growth in six months.
• Operational Excellence - Redesigned delivery capabilities, capturing $560K+ in annual cost savings through improved cadence and approach, and revitalized agent performance to retain a $20M annual value contract.
• Revenue Management Strategy - Implemented Customer Account reporting and Monthly Business Reviews as part of Customer Success function, to ensure retention of accounts and improvement of service provided and overall experience.
• Strategic Sourcing and Supply Chain & P&L Management - Sourced, vetted, negotiated and onboarded $30M in BPO an technology provider RFPs and contracts. Managed operating budget under budget annually.
• Pr
• Corporate Strategy- Created a data-driven segmented, BPO-led service and support delivery vision and strategy, across a multi-geographic customer care and support organization (US/India/Phil/Jam/Egypt/ Mex/Guat).
• Business Transformation - Overhauled support operations amid Covid-19 impacts, shepherding support team from a 95% team loss, to 3.5K+ agents in four leading BPOs in five countries, activating rapid transformation and growth in six months.
• Operational Excellence - Redesigned delivery capabilities, capturing $560K+ in annual cost savings through improved cadence and approach, and revitalized agent performance to retain a $20M annual value contract.
• Revenue Management Strategy - Implemented Customer Account reporting and Monthly Business Reviews as part of Customer Success function, to ensure retention of accounts and improvement of service provided and overall experience.
• Strategic Sourcing and Supply Chain & P&L Management - Sourced, vetted, negotiated and onboarded $30M in BPO an technology provider RFPs and contracts. Managed operating budget under budget annually.
• Pr
Southern California Edison (SCE)
Operations
Client Services Delivery Manager
1/2018 - 1/2020
• CX and Service Delivery Model - Supported implementation of $288M CRM platform, elevating financial and operational capabilities through innovative utilities operations.
• GTM Product Implementation - Designed UAT testing, ensuring effective project go-live and enhancing customer experiences.
• GTM Product Implementation - Designed UAT testing, ensuring effective project go-live and enhancing customer experiences.
MCorpCX
Management Consulting
CX Consultant
1/2016 - 1/2018
Provided consulting engagement to corporate leadership and key stakeholders, to develop exceptional operating models and long term, sustainable strategic roadmaps.
• Target Operating Model Reengineered delivery of customer service and process optimization, yielding a 45% reduction in customer renewal labor for a major insurance company.
• Customer Experience Strategy - Enhanced member experience and improved KPIs for a national education association, through comprehensive member experience journey maps.
• Service Delivery Strategy Consulting - Identified and implemented customer-critical SLAs and KPIs, based on comprehensive analysis of operations and servicing gaps for large Utility client.
• Target Operating Model Reengineered delivery of customer service and process optimization, yielding a 45% reduction in customer renewal labor for a major insurance company.
• Customer Experience Strategy - Enhanced member experience and improved KPIs for a national education association, through comprehensive member experience journey maps.
• Service Delivery Strategy Consulting - Identified and implemented customer-critical SLAs and KPIs, based on comprehensive analysis of operations and servicing gaps for large Utility client.
FGB – First Gulf Bank
Customer Service
SVP – Global Head of Customer Service and Support
1/2014 - 1/2016
Created and implemented first ever board-approved, pan-bank Customer Service and Support strategy, and established target end state at each customer touchpoint, to improve customer experience. Built CX, Complaints, Data-Analytics, Targeted VOC (NPS & CSAT) Research and OE teams from scratch. 15 person core team, 1000 person BPO 3RD party delivery organization.
• Strategic Executive Cross Functional Collaboration - Created Customer Oversight Committee. Co-led COO strategic initiatives program as member of Bank-wide Redbook strategic initiatives committee, creating Bank target operating model.
• Target Operating Model – Developed segmented, hub and spoke, enterprise-wide customer success culture. Responsible for all business lines (retail/corporate/treasury) and channels (branches, sales, ATMs, Contact Center etc.).
• Operational Excellence - Introduced Six Sigma programs and new complaints handling processes, to reduce labor time 70%, and client wait times 85%. Co-designed and launched digital bank branches, driving significant growth in product upselling.
• Business Efficiency - Revamped CX and OE programs, initiating CX trainings, KPIs, and improvement opportunity identification processes, uncovering 300 potential initiatives (56% implemented) and improving overall NPS by 45% YoY.
• Culture Change - Partnered with Brand and Marketing to launch new corporate brand and promise, based on new Customer Service Value Proposition. Managed enterprise-wide execution for customer
• Strategic Executive Cross Functional Collaboration - Created Customer Oversight Committee. Co-led COO strategic initiatives program as member of Bank-wide Redbook strategic initiatives committee, creating Bank target operating model.
• Target Operating Model – Developed segmented, hub and spoke, enterprise-wide customer success culture. Responsible for all business lines (retail/corporate/treasury) and channels (branches, sales, ATMs, Contact Center etc.).
• Operational Excellence - Introduced Six Sigma programs and new complaints handling processes, to reduce labor time 70%, and client wait times 85%. Co-designed and launched digital bank branches, driving significant growth in product upselling.
• Business Efficiency - Revamped CX and OE programs, initiating CX trainings, KPIs, and improvement opportunity identification processes, uncovering 300 potential initiatives (56% implemented) and improving overall NPS by 45% YoY.
• Culture Change - Partnered with Brand and Marketing to launch new corporate brand and promise, based on new Customer Service Value Proposition. Managed enterprise-wide execution for customer
Ecobank Transnational Incorporated
Customer Service
Group Head/VP – Customer Service and Support
1/2013 - 1/2014
Collaborated with C-suite and Business Leadership executives to design and implement a top-tier board-approved Customer Service, Experience and Support strategy and function across 34 countries. 16 person core team, 3500 person delivery organization.
• Target Operating Model - Built customer-segmented, hub and spoke structure, including Client Advocacy/VOC, Operational Excellence, Complaints Handling and MIS units. Harnessed multi-disciplinary associates into one team across 34 countries.
• Cross-Functional Corporate Governance and Stewardship -Created Executive Corporate Customer Service and Experience Steering Committee, to drive customer needs-based initiatives, aligning resource to corporate financial goals.
• Operational Excellence & P&L - Revamped customer operations capabilities by leveraging Six Sigma and Lean tools, to drive data-based performance improvement opportunities. Managed P&L under costs.
• Performance Management - Set and exceeded robust customer service and experience KPIs and SLAs (FCR/customer retention/hold and wait times/repeat complaints/transaction speed and accuracy/customer referrals).
• Service Delivery & Revenue - Created a centralized client onboarding process yielding a 75% reduction in corporate funding approval times, reducing cross-border account opening times by 48hrs and 12% lift in revenue targets. Built technical field service team for multi-country ATM network, addressing software & hardware issues, and driving digital product usa
• Target Operating Model - Built customer-segmented, hub and spoke structure, including Client Advocacy/VOC, Operational Excellence, Complaints Handling and MIS units. Harnessed multi-disciplinary associates into one team across 34 countries.
• Cross-Functional Corporate Governance and Stewardship -Created Executive Corporate Customer Service and Experience Steering Committee, to drive customer needs-based initiatives, aligning resource to corporate financial goals.
• Operational Excellence & P&L - Revamped customer operations capabilities by leveraging Six Sigma and Lean tools, to drive data-based performance improvement opportunities. Managed P&L under costs.
• Performance Management - Set and exceeded robust customer service and experience KPIs and SLAs (FCR/customer retention/hold and wait times/repeat complaints/transaction speed and accuracy/customer referrals).
• Service Delivery & Revenue - Created a centralized client onboarding process yielding a 75% reduction in corporate funding approval times, reducing cross-border account opening times by 48hrs and 12% lift in revenue targets. Built technical field service team for multi-country ATM network, addressing software & hardware issues, and driving digital product usa
The Saudi Investment Bank
Customer Service
General Manager – Customer Experience & Service Quality
1/2010 - 1/2012
Strategic Customer Service and Experience transformation executive who redefined, architected and implemented first-class Customer Service, Support, Experience and OE functions. 15 person core team, 600 person delivery organization.
• Service Delivery Strategy – Created a customer-segmented hub & spoke service delivery structure, improving the customer journey at client touch points. Built ATM network technical support team, triaging hardware, software & logistics issues.
• Target Operating Model – Established Complaints Handling & Escalations, Operational Excellence & ISO Certification, and Customer Advocacy units, and implemented critical client focused Vital Few Metrics (KPIs), to optimize performance.
• CX Transformation - Launched pan-bank Targeted VOC program, driving significant YoY improvements in CSAT scores. Co-led digital transformation efforts, resulting in a 90% reduction in funding time and a 35% increase in underwriting retention.
• Customer Advocacy and Insights - Built customer journey roadmaps, leveraging Targeted VOC feedback, improving customer lifecycle value. Redesigned complaints handling & escalations, reducing attrition, and improving service recovery.
• Performance Management - Using Six Sigma tools re-engineered key process obstacles to client delivery, including implementation of SLAs and SOPs. 40+ process improvements delivered, and 95% adherence to SLAs achieved consistently.
• Service Delivery Strategy – Created a customer-segmented hub & spoke service delivery structure, improving the customer journey at client touch points. Built ATM network technical support team, triaging hardware, software & logistics issues.
• Target Operating Model – Established Complaints Handling & Escalations, Operational Excellence & ISO Certification, and Customer Advocacy units, and implemented critical client focused Vital Few Metrics (KPIs), to optimize performance.
• CX Transformation - Launched pan-bank Targeted VOC program, driving significant YoY improvements in CSAT scores. Co-led digital transformation efforts, resulting in a 90% reduction in funding time and a 35% increase in underwriting retention.
• Customer Advocacy and Insights - Built customer journey roadmaps, leveraging Targeted VOC feedback, improving customer lifecycle value. Redesigned complaints handling & escalations, reducing attrition, and improving service recovery.
• Performance Management - Using Six Sigma tools re-engineered key process obstacles to client delivery, including implementation of SLAs and SOPs. 40+ process improvements delivered, and 95% adherence to SLAs achieved consistently.
Citigroup
Customer Service
SVP – International Contact Center Service Head
1/2007 - 1/2010
Global role responsible for framework for Contact Center customer experience and service delivery/rationalization strategy, Key Performance Indicators definition and reporting, and process re-engineering efforts.
• Service Delivery - Led global hub and spoke contact center strategy, exceeding target operational & customer KPIs for 10 straight quarters.
• Target Operating Model & Operational Excellence - Leveraged Six Sigma tools to identify structural and process waste, and rescaled organization, consolidating global centers from 56 to 42, saving $50MM annually.
• Customer Centricity Culture Change - Rolled out new NPS-based VOC programs based on segment specific data-analysis, resulting in 15% increase YoY in customer KPI performance, and reduced friction points for customer interactions.
• Cost Management - Managed P&L expenditures under budget annually
• Business Management - Partnered with sales in cross-functional collaborative effort, to set targets, drive sales, and reduce attrition, and reducing servicing costs by 20%.
Additional Experience
• Service Delivery - Led global hub and spoke contact center strategy, exceeding target operational & customer KPIs for 10 straight quarters.
• Target Operating Model & Operational Excellence - Leveraged Six Sigma tools to identify structural and process waste, and rescaled organization, consolidating global centers from 56 to 42, saving $50MM annually.
• Customer Centricity Culture Change - Rolled out new NPS-based VOC programs based on segment specific data-analysis, resulting in 15% increase YoY in customer KPI performance, and reduced friction points for customer interactions.
• Cost Management - Managed P&L expenditures under budget annually
• Business Management - Partnered with sales in cross-functional collaborative effort, to set targets, drive sales, and reduce attrition, and reducing servicing costs by 20%.
Additional Experience
Citigroup
Corporate Strategy & Development
Director of Customer Experience and Quality Reporting
1/2005 - 1/2007
• Co-designed framework for Customer Experience strategy, tactics, metrics, initiatives, and reporting.
• Owned CX program, and quality reporting initiatives, including CEO Report.
• Owned CX program, and quality reporting initiatives, including CEO Report.
Citigroup
Product Management / Strategy
VP - Strategic Program Manager
1/2004 - 1/2005
• Managed strategic programs and initiatives, focused on improving customer experience and operational efficiency
• Delivered Check 21 Readiness and Digital Imaging projects for Citigroup.
• Delivered Check 21 Readiness and Digital Imaging projects for Citigroup.