I build operations that scale.

£29.79M

Collections performance

Lloyds TSB through IBM Daksh

+30%

Business growth

Quickom operating-model redesign

+20%

Productivity improvement

Transcendix workflow redesign

~40%

Revenue contribution

Strategic accounts at Transcendix

+110%

Collections growth

HSBC UK, 2006

Operating scale

Scale isn't new to me.

600+

FTE leadership scale · Quickom

300+

FTE international operations

Multi-process

Voice, non-voice, sales, collections, support & back office

₹4 Cr

Annual sales target · Edge Customs

~40%

Revenue contribution · Transcendix

India · UAE · UK · US

On-site leadership in India and UAE; UK & US customer operations

Executive mandates

The problems I solve.

Recognizable operating challenges, addressed through disciplined diagnosis and accountable execution.

“We are growing faster than our operating model.”

Scale & Workforce Transformation

“Our KPIs are green but customers aren't happy.”

Customer Experience & Root-Cause Improvement

“Our cost base is growing faster than revenue.”

Productivity & Operating Model Optimization

“Our managers aren't creating enough leverage.”

Leadership & Capability Development

“We have data everywhere but decisions are slow.”

Performance Intelligence & AI

“We need transformation without breaking the operation.”

Controlled Transformation & Continuous Improvement

The outcome → the evidence

Real environments. Real decisions. Measurable outcomes.

Quickom

A 600+ FTE operation needed stronger utilization, capacity planning and commercial discipline.

+30%

business growth

Aligned workforce, budgets, forecasting and KPI governance around one operating model.

Delivered 30% business growth, reduced annual operating costs from ₹15 crore to ₹12.7 crore (₹2.3 crore / 15.3% savings), and sustained 95% annual average SLA attainment. The billing structure represented potential annualised billings of ₹43.68 crore at full billed capacity, not realised revenue.

IBM Daksh · Lloyds TSB

A large UK collections operation needed a step-change in recovery performance.

£29.79M

collections performance

Applied DMAIC, operational analytics, performance governance and corrective actions.

Delivered £29.79M in collections performance, representing 104% year-on-year growth, and improved process SLA attainment from 60% to 94% within 12 months (34 percentage points).

HSBC UK

Aggressive recovery targets required stronger execution without compromising compliance.

+110%

collections growth

Connected granular performance tracking, dialer insight, coaching and shift alignment.

Increased collections performance by 58% in 2005 and 110% in 2006.

Transcendix Partners

Strategic accounts needed stronger delivery, retention and expansion discipline.

~40%

revenue contribution

Redesigned workflows, strengthened executive business reviews and governed pipeline and account performance through Salesforce.

Contributed approximately 40% of company revenue through strategic account expansion, retention and enterprise growth; improved productivity by 20%.

ACW Holdings · Dubai Properties

A new 300+ FTE customer-facing operation needed governance, quality and scalable controls.

+20%

operational efficiency

Built the operating framework and re-engineered collections workflows.

Increased operational efficiency by 20% and enhanced revenue generation. Established training programmes, quality standards and operating protocols to strengthen service readiness and customer satisfaction.

MegaaOpes Solutions

A large multi-process operation needed consistent delivery and stronger people governance.

−25%

attrition reduction

Directed leaders across voice, non-voice, sales, collections, support and back office with operational cost and performance accountability.

Led 300+ FTE operations and reduced attrition by 25%. Reduced annual operating costs from ₹10 crore to ₹8.7 crore (₹1.3 crore / 13% savings); improved domestic SLAs from 73% to 92% and international SLAs from 81% to 95%. Domestic annualised billings represented ₹14.4 crore; international potential annualised billings were US$832,000 at full billable capacity, not realised revenue.

Capgemini India

Global HR administration needed consistent workflows and documentation without losing country-specific policy and legal requirements.

Global HR

workflow framework

Developed documented global HR workflows, aligned local policy requirements and supported implementation planning for process redesign and automation.

Developed a global HR workflow framework and supporting documentation, aligned global process standards with local HR policies and practices, and supported implementation roadmaps for process redesign and automation. The CV reports these deliverables without quantified savings or productivity outcomes.