From a 190-person global support operation to a $200K AI deployment — the work that shaped how I think about data, operations, and leadership.
Replaced the manual classification work of 6 FTEs with an AI triage model at 89% accuracy — $200K saved in year one. One of the earlier enterprise AI deployments in a CX operation.
P2 response from 20+ days to a 2-day target. Led Customer Support and Corporate IT workstreams of a 254-person merger integration.
GMT-mapped 24/7 global coverage across four regional centres — no additional headcount. Required full telephony reprogramming and a rebuilt reporting engine.
Applied DMAIC to a global contact centre — reduced ticket defect rates 28% and built a VOC programme that drove three product roadmap changes.
Took four overwhelmed, fragmented regional centres from reactive chaos to a structured ITIL framework — Incident, Problem, and Change Management, CAB, Six Sigma, and Erlang C scheduling, rolled out centre by centre.
Designed and built an L1–L3 certification curriculum from scratch — 100% of the team certified, structured 90-day onboarding, and the framework scaled through a merger without missing a beat.
Built the Operating Level Agreement framework that made customer SLAs achievable — P2 response target dropped from 20+ days to 2 days. First formal internal SLA in company history.
Managing 160–190 technical support staff across three continents and a $12M budget — four years of building the governance, reporting, and leadership infrastructure that made a distributed team function as one.
Whether you’re working on a similar project or just want to compare notes — I’m always up for a conversation worth having.