Salman Wajid ميان

Heading BPO Operations comprising of 700 plus employees (Lahore and Karachi)

• DBU - Direct Business Unit. BPO activities ranging from Inbound, Outbound, Data Entry, OCR, Scanning, Indexing, F&A, Back Office etc for public and private sector all over Pakistan. Managing a vast geographically distributed team in almost all major districts of the country
• ICBU- Inter Company Business Unit. Providing services to major mortgage/title companies in US. Providing charting and plotting services to major oil and gas companies in Canada. Also, working as indirect sales partner for Solar Energy companies in Australia; cable, satellite, energy and health sector in US.

Responsible for the operational leadership of the wholly owned subsidiary and its growth whilst providing leadership and strategic guidance to growth and development of employees in Pakistan (Lahore and Karachi) and overseeing operations of Philippines.

A 400 seat International Contact Center, with true inbound Sales environment where online traffic is driven to the contact center and then converted into sales.

Introduction of Virtual Services concept in the services segment to pace the organization up with the high demanding and rapidly evolving data-driven communication era. Transformation of Contact Center into Virtual Services.

~Contact Centers (600 seats - 1500 Employees)
~Support Center
~Complaint Management Center (Enterprise level)
~Work Force Management Center (Operations Center)
~Franchise Back-end Support
~Virtual Services Project Office

Responsible for a 600 Seats call center in 2 cities. Managing a large team of 1400 Plus employees, of multiple disciplines.
Managing a support center comprising of following
~Complaint Management Center
~WFM Center
~Systems n Processes
~MNP Back-end

• Independently handled Call Center Prepaid unit with end-to-end service delivery in every genre primarily systems and processes, call center technology projects apart from core Prepaid responsibilities. Attained Prepaid SL objective with 10% quarterly increment to 75% in 3 quarters
• Assisted projects team to re-scope Avaya and CISCO IPCC as per the business needs
• Member of a special Task Force to steer-around challenged operations and spearheaded the prepaid segment in this context.
• Re-designed complete KPIs of call center and signed an SLA with operations team to effectively measure the floor performance through performance reports.

• Monitoring all day-to-day activities on the floor. Coordinate & consult with support departments for resolution of issues
• Managed organizational change, formulation of Call Center Process Charter, KPIs at various levels and developing employee training material (Supervisor and above level) for the new processes and technologies.
• Spearheaded and designed mechanics of a highly effective Recruitment process pertinent to the projected/forecasted call volume to CSR ratio.
• Played a pivotal role in the Mobilink’s Islamabad Call Center successful kick-off by equipping the staff with necessary tools and raising performance based flags.

Set up the Traffic Department for TRG, Pakistan's first international BPO. Job included Staffing, scheduling, reporting, billing and managing utilization and efficiency as per client's standards.

• Managing center by monitoring hourly reports and telephone traffic. Utilized all resources, reports and goals established by management to make staffing decisions
• Completed documentation for attendance tracking including absences and tardies. Reviewing daily schedule versus absences and making adjustments to break schedule if necessary. Notifying representative of change