Presentation Talking Points
Presentation Talking Points
SLIDE ONE - OPENING
"Saurabh, thank you for the time today. Before I dive in, I want to say this - I've spent the last week living inside this case, and the more I studied it, the more I recognised it. Not because it's generic, but because scaling a high-trust operational team through a growth inflection point is something I've done. The details are different. The leadership challenge is the same.
What I'll share today isn't a theoretical framework. It's how I would actually run this - the sequencing, the trade-offs, the things I'd do on Day One versus Day Ninety, and the things I'd deliberately not do yet. Thirty minutes isn't long, so I'll be direct. Let's get into it."
SLIDE TWO - ASSUMPTIONS
SLIDE TWO - ASSUMPTIONS
"I want to start with assumptions because this is where most plans fail - not in execution, but in the gap between what was assumed and what was true.
I've listed eighteen assumptions. Let me call out the three that are load-bearing for this entire plan.
First, budget for eight to ten in-house hires. I want to be clear - this isn't headcount expansion. The vendor is currently costing us quality, repeat contacts, and CSAT. In-sourcing is a reallocation, not an addition. The business case closes itself.
Second, engineering partnership on diagnostic tool access. If agents can't see traces, webhooks, and logs - they will keep escalating. Not because they lack skill, but because they lack visibility. Closing that gap is the single highest-leverage action I can take to bring escalations from thirty percent to twelve percent. That conversation happens in my first week.
Third, leadership support for structural change. Moving from flat to tiered isn't a support team decision - it's a company decision. I need HR and leadership as co-designers, not just approvers. If that alignment isn't there, the tier model fails before it starts.
These aren't excuses built in advance. They're the conversations I'll walk into on Day One with full ownership."