Slide one - Opening
Slide one - Opening
"Saurabh, thank you for the time today. Before we start, I want to say this - I have spent the last few days going through the case study, and the more I studied it, the more I recognized it. The details might be different, but the leadership challenge is the same. It's not about fixing a broken team. What is needed right now is the right discipline, governance and scalability to operate like a world class support engine.
What I will share today is not based on theory. It is exactly how I would run the operation in terms of the sequencing, the trade-offs, the things I would do on Day one versus Day ninety, and the things I would consciously delay. So for the next twenty-five to thirty minutes, I will walk you through my strategic approach across three dimensions: OE, SL and WP."
Slide two - Assumptions
Slide two - Assumptions
Let me start with assumptions because assumptions are where strategy either make or break. I have outlined eighteen specific assumptions across budget, organizational alignment, team readiness and business context and the three specific areas that I would focus on first are:
One. Budget alignment: Budget approval to hire eight to ten in-house agents. I want to be clear that this is not headcount expansion. The vendor is currently costing us quality, repeat contacts, and CSAT. In-sourcing is a reallocation and not headcount addition.
Two. Engineering Partnership: I'm assuming engineering team will grant agents access to diagnostic tools such as traces, webhooks and logs. If agents don't have the access, they will keep escalating. Not because they lack skill, but because they lack visibility. Without this we can't bring the escalations down from thirty percent to twelve percent and that is the conversation I will have in first week.
Three. Leadership support for structural change: Moving from a flat structure to L one, L two, L three tiering requires change management partnership from leadership and HR. If the alignment is not there, the tier model fails before it starts.
Assumptions are not excuses; there are the conversations I will own in my first thirty days. If any assumption proves false, I will have contingency plans, which I'm happy to discuss and review.