Twelve Projects.
Real Numbers.

Replaced the manual classification work of 6 FTEs with an AI triage model at 89% accuracy — $200K saved in year one.

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 — rolled out centre by centre.

Designed and built an L1–L3 certification curriculum from scratch — 100% of the team certified, structured 90-day onboarding, framework scaled through a merger.

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.

Built a four-level certification structure with defined score thresholds, formal job codes, and a 10% base salary increase per tier — making advancement worth pursuing.

Designed a weighted scorecard with industry benchmarks and a precise scoring scale — agents knew exactly where they stood and what to do about it.

Built a full cost model for evaluating the insource vs. outsource question objectively — six cost categories, multi-currency, across a ~$9M operation.

Named escalation point across five companies over a decade — the frameworks, war room process, and client communication discipline that determine whether a client stays.