2009-2010

As a Project Coordinator

Coordinated the transition processes in Sales, Insurance Techniques and Finance:

• Setting agreed and approved by Board of Directors (BD) and International Steering Committee (SC) goals and objectives;
• Rollout schedule;
• Preparing status updates to BD and SC;
• Leading Task-force workgroups.

As a Director of Customer Service, Back office and Sales Support department

my responsibility was to centralize all back office, admin and sales support activities under new business unit.

I had to build from scratch, so there was no resistance. That gave me the opportunity to build everything properly and the way I want it.

During that period I defined and got the approval of Steering Committee and Board of Directors:

• Business processes;
• Procedures, How-To’s, SLA steps and times;
• Sub departments;
• Activity lists and job descriptions;
• Roles and functions;
• All interfaces with other company structures;
• Remuneration policy, which was unique for entire company … and all other companies I have been as a consultant or employee.

Below example is my conception through which I implemented a Proactive remuneration model in back office department:

• Business processes documented in smallest detail;
• Standardised activities;
• Measured cycle times through multiple observations and statistical studies;
• Calculated cost per unit for every product based on processing time. This way it doesn’t matter what product an agent is working on and they are motivated to process more;
• QA control to guarantee not only quantity is met.

Above approach allowed precise budgeting of crewing requirements linked to expected / real volume.

Work volume was highly fluctuating through the month. With fixed remuneration some employees performed at a very slow pace during low periods and couldn’t catch up in high.

Instead of expanding the team with additional supervisory staffs, I came up with the idea of proactive payment, linked to processed volume and quality. To become fit and efficient, we took and simplified as much as we can our most popular product, generating highest volume, and covered peak times with part-timers from other admin centers in Sofia.

That way the business was backed by core in-house unit and the rest was guaranteed by a massive fleet of part-timers.

Precise crewing requirements calculation is especially important to prevent on job ‘cannibality’ between full-time employees.

< back to Projects

Figures in below example were changed purposely.