Operations Manger
BLS International Services
Total years of experience :19 years, 2 Months
Managed Daily Operations of 17 branches spread across all the Emirates of UAE. Lead
branch Operations Team for processing Indian Passport and VISA applications. The Team
handled approximately 40, 000 applications per month.
* Instituted the mechanism to monitor daily performance of 75 + front line
employees and over the period the productivity of the employees improved from
32 submission per day to 44 submission per day.
* Number targets were given to each branch to promote the Value Added Services.
And the revenue from the Value Added Services increased from AED 47 to AED
62 per application.
* Initiated the tie-ups with companies / PROs for bulk processing of Passport
renewals. This helped in avoiding slow down of applicants during the second half
of the month. And created a data base of 110 PRO details who provide regular
business to the company.
* Conducted weekly review of the Area Managers and provided the weekly
assignments to be achieved.
* Identified and developed a Trainer and continuous training and periodic exams
were made part of the regular operations process. Over last 6 months percentage of
poor quality applications came down from 1.7% to 0.5%.
* Considering high revenue from the Premium Lounge Varity of steps were taken to
increase the foot fall in the Premium Lounge. Average foot fall in Premium
Lounge increased from 1600 to 2000 per month. Thus the contributing to the
revenue from the Value Added Services.
* Monthly at least one visit to all the branches in UAE and make sure that the
instructions are implemented as per the feedback received from the line operations.
* Respond to regular branch Audit conducted and ensure that SOP and ensure strict
adherence to the company policies and financial guidelines.
* Conduct interview for the staffs shortlisted by HR and select the candidates for the
branch operations.
* Visited the Embassy and Consulate on a regular basis to manage the relationship
and smoothen daily operational issues.
As the Team Leader of Central Operations I was responsible for managing operational
activities of 95 products and manage 4 major internal control procedures as per the SOPs
published.
* Managed the operational procedures of products like Credit Cards, SEWA, DU,
Western Union, Sigue Money Transfer etc. and ensured products are performing as per
the SLAs agreed in the contract with the partners.
* Meet partners on a regular basis to increase the product profitability and better
relationship management.
* As COD manager reviewed and approved Functional Documents, UATs,
Announcements and SOPs for Products going live across UAE Exchange branches.
* Reviewed the performance of products in a quarterly basis and discussed the finding in
the Core Committee meeting.
* Attended Zonal meetings to ensure continuous product streamline and for better
implementation of product line as per the SOP, so that branch specific audit
requirements, Central Bank guidelines and UAE Exchange customer service standards
are met at all times.
* Identify and publish Best Practices in the line operations and ensure recognition for
such practices.
* In order to ensure proper internal controls prepared and published the Delegation of
Authority Matrix related to logins of all the employees. And the logins of the
employees are managed to ensure that UAE Exchange does not face any financial risk.
* Monitor the daily corporate customer registration and make sure that the
documentation is done as per the UAE Exchange compliance guidelines and Central
Bank requirements. And in case the documentation meets the standards specified in the
SOPs, grade the customer to do the transactions.
* Ensure the filing of the documentation and provide the documents for various audit
requirements.
* Make sure that the scanned Corporate Documents and daily modification documents
into online documents depository. And provide the updated corporate documents for
the different audit purposes.
* Make sure transactions are manually released upon DOAM based approvals or Cash
Receipt. And daily publish debtors aging report to ensure that company is not exposed
to any financial risks.
* Prepare the six month’s transaction history of both Yellow and Green Grade customers
and provide it to Executive Committee to review the current grade of these customers.
* Coordinate with Bank Notes Department, Security Agencies and branches to make
arrangements for Cash Funding to best suit the best liquidity requirements of Dealing
Department and branches.
* Prepare the daily funding report and discuss the frequent deviation with Zonal Heads
for remedy.
* Prepare the daily MIS report on the Target Vs. Achievement of each branch and sales
team member. Provide reports on performance of different products in different
branches and over time and provide the necessary reports to Sales Heads, Zonal Heads
and Country Head for their meetings and analysis.
Developed the UAE MIS Division and streamlined the regular reports and surveys.
* Trained Marketing analysts on different reports and market / customer surveys.
* Actively participated in the periodic Core Business Development Team Meetings and
continuously contributed for development of strategies at the country/regional/branch
levels and corridor/product specific strategies; thus ensured that the company as a
whole achieves the remittance target of 11 million during the year 2009.
Dynamic reports were produced using pivot tables and graphs in excel, which helped
executives of all parts of the organization to take informed decisions. These reports
were produced on a daily/weekly/monthly basis, about the performance of different
business units and customer segments. Thus ensured a culture of data mining and
analysis ingrained into entire organization.
* These market researches helped the organization to identify new market potentials. For
example, these studies helped the organization to identify the changing dynamics of
Pakistan corridor during the late 2008, while only 2% (August 2008) of the customer
base was formed by Pakistan corridor. During 2009 specific promotional strategies
were developed for Pakistan corridor; and now 12% (December 2009) of the
remittance count is contributed by Pakistan corridor. Thus helped the company to
overcome the general adverse market conditions during 2009.
Organized retail and corporate business development activities under Deira branch of
UAE Exchange. And shares the ownership of targets allocated to the Deira branch
along with the branch manager.
* Organize CFT (Cross Functional Team) meeting and brief the members on the status
of business and help them to achieve corridor based targets and the branch targets.
* Prepare reports on the performance of Deira branch and competitor activity on a
monthly basis and present the report on the regional management team meeting; and
implement the decisions taken in the regional business development team meeting.
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Educational Qualification: *