Graham

Key Career Highlights - Actions, Results

1. Engaged by Fortune 100 client with a negative and unacceptable customer-centric reputation failing to understand the issues impacting business due to negative reputation with a mandate to identify and rank customer pain points contributing to customer defection. Devised and deployed a qualitative survey to collect potential problem experiences, created list of 50 potential problem experiences, implemented US-wide quantitative survey to solicit customers problems and how the issue altered the Net Promoter Score (NPS). Project provided company with detailed analytics of reputational issues by ranks, top problems leading to defection.
2. Tasked by Fortune 100 client to advance the initial contract to achieve real-time intervention on problem-experience touch points utilizing data gathered in original contract. Uncovered client stakeholders responsible for each problem experience, developed a outgoing customer survey for use across the US combined with a trigger mechanism to alert internal stakeholders when problem occurs. Crafted a prescription for each problem experience to trigger action to improve customer experience and identify top internal stakeholders saving clients from defection leading to a massive $19M USD annual retained value uplift through reduced churn and upsell opportunities.
3. Challenged to determine the ROE for a recently purchased $1M speech analytics platform failing to yield material benefit. Interviewed key stakeholders, assembled task force to determine phrases most likely associated with customers intent to defect, backed by running speech analytics on 200K recorded interactions, running a final analysis to determine top 10 defection reasons. Presented findings to EVP resulting in several cross-functional mandates to remove defection causes.
4. Spearheaded the development of TD’s first 5-year Sales & Customer Experience strategy for North American phone channels, aligned enterprise growth and customer loyalty goals across Canada and US, focusing efforts on JD Power requirements to ensure customer experience improvements and potential recognition. Key lead in TD winning the prestigious JD Power Contact Centre Excellence Award.
5. Freedom Mobile will be launching Canada’s first new telecom company in decades. Launch date is 9 months from my first day. There have been zero developments as it relates to contact centre build. 3rd party contact centres in Canada and overseas are on the requirements list. No location, no technology, no employees, no operating procedures. There was zero progress. The task was to build a 150 person contact centre including tech, people, processes, location and negotiate and integrate 2 external contact centre operations along with training and QA oversight. Established Canada’s first omnichannel contact centre that integrated call, chat, email, and SMS. Built an internal 140-member call centre in 7 months, developing technology procurement, process design, and recruitment. Integrated two 3rd party contact centres using intelligent skill-based/time of day routing. The result? Within 6 months of launch, Freedom was renowned for their customer experience and earned the highest BBB rating among all telecom companies in Canada.
6. Tier 2 support manager (of 37 tier 2 support staff) wants to terminate a long-term employee based on observational metrics that are not based on any KPIs. I am new to the company and position, and recognize that the Tier 2 support manager is green in many managerial areas. She does not have a process to determine team and individual productivity. Past management and consultants were not able to recommend a productivity tracking approach. The task was to determine a fair way to assess productivity for a team that resolves over 50 unique customer processes, each taking different average times to complete (varying from 5 minutes to 2 business days).
I met with the entire team and let them know the way they have been supported is unfair due to the inability to recognize staffing needs based on customer issue volume. Tasked individuals on the team to recommend a fair length of time to resolve each of THEIR OWN of the 50+ tasks. Run a productivity report multiplying the number of each customer resolution items by the time taken for each task. Divide that number into the total productive hours for each team member. Create reward program for those that are most productive each month. Annual prizes to recognize most productive members of the year. The result? Short term, the person the Tier 2 support manager wanted to terminate was the most productive team member… doing the job of more than 2 people. 3 of the 4 least productive team members resigned within 2 months leading to increased employee/team morale. Over the 7 years The Shopping Channel went from a revenue of $190MM to $300MM. The Tier 2 support team staff went from the original 37 staff at $190MM to 34 staff at $300MM. Employee morale remained the highest it has ever been, leading to the Contact Centre Employer of Choice Gold Award for 2007 and the Best Contact Centre in the World in 2008 (beating FedEx and Humana)