Vice President Growth
Bykea Technologies
مجموع سنوات الخبرة :18 years, 2 أشهر
Managing Market place function for Bykea and responsible for Strategy, Business expansions, P/L management, budgeting, Partnership and Offline marketing. As part of the leadership team I believe in fostering an environment in which customers become promoters and employees are motivated to deliver top performance driven by growth and operational efficiencies
Worked in Graana as Head of Operations & service excellence and my portfolio included managing Market place operations (Classified), Agent Onboarding strategic planning, Sales, business expansion and customer experience. Successfully launched business operations in Islamabad and Lahore.
- Led MTBC Operations department while reporting to the COO with 200+ employees
- P&L responsibility for the organization with USD 3.75 Million monthly revenue
- My portfolio consisted of New Acquisition, Transcription, Account Management, Billing, Contact Center & Client Relationship Management
- Leading Business Development, Planning & Trade marketing units in- Multan region with direct team size of 15 and indirect team of 82 staff members . Major responsibilities include;
- Developing regional Sales & Trade marketing strategy to ensure business growth
- Retail channel development through effective communication and branding
- Regional Trade Marketing Budget planning & execution of national trade calendar
- Planning & Execution of channel and Consumer engagement activities
Key Achievements:
- Successfully developed & Implemented Sales Strategy for 2018 to ensue double digit revenue growth
- Regional Territory re alignment done to provide a focused approach in Key Cities & Strong holds
- New Merchandiser model was launched to increase product communication to end users
- BDO Model Revamped which helped building channel capability and retail foot print expansion
- New Trade Spending model introduced which encouraged High Performance culture in complex environment
My responsibilities includes;
- Development of circle \[S&D, GSM & Mobile Banking\] strategy to achieve the desired objectives from 50K Retail Outlets
- End to end management for Telenor New business development within GSM (Recharge & FCA), Internet & Devices, Financial Services and Network
- Analyze day to day performance of channels & suggesting required changes o
effectively achieve the desired results / targets
- End to end management of product FC and projections, Opex FC as well as Circle P&L
Key Achievements;
- Achieved all Sales Yearly KPIs by launching new campaign and R&R model in Circle East.
- Developed Circle strategy for 2017 to achieve revenue ambition and delivered 3% YOY growth in Lahore region
- New Supply chain model implemented to drive business efficiency
- New Governance model for Campaigns and Trade Spending was introduced to ensure smart spending
- Supervised nationwide portfolio of Planning for Company owned Retail channel
- Formulated channel policies, incentive, campaign and channel productivity
- Enabled branded retail on other revenue streams (E-Commerce, Digital Products) and Performance optimization
- Profitability improvement of Vendors and TP on each channel
Key Achievements:
- Defined Telenor Branded Retail Channel Value Proposition and new Way of work
- A project was launched to optimize Customer satisfaction and it resulted in saving Opex of 500 Million/Year
- The employee engagement index of my department was 97% which was highest in the latest survey.
- Franchise Service Uplift project was launched to ensure High standard of services in absence of Company owned shops
- Improved Channel NPS from 33% to 42% by empowering front end staff and process improvement
-Planning and implementation of regional sales strategy for distribution channel
-Regional target planning and performance tracking
-Design regional campaigns (FCA, Recharge, Postpaid) & tracking
-Managing RSO’s performance & highlighting improvement areas
-Tracking & supervision regional projects
-Identifying distribution GAP and planning to improve distribution health
- Cell Site utilization monitoring and engage team for cluster base activities
My responsibilities includes;
- Planning and implementation of sales strategy for distribution channel
- Achievement of sales targets (Like Primary & Secondary Recharge, FCA, MNP, Postpaid, Devices, UBP, DR, Mobile Account, ATM and Insurance products) in assigned territory
- Distribution channel development for GSM products & Financial Services / Easy Paisa Products . (FMCG model)
- Ensuring optimum human and material resources are available at the franchise level
- Retail footprint expansion to increase availability of products and services
- Ensuring revenue growth from channel on monthly basis.
Key Achievements:
- 15% Year on Year growth in Recharge by working on distribution enablers
- Increased retail footprint by 25% in my clusters focusing on under utilized areas and strong holds
- Surgical and smart BVS roll out in region which helped in business growth with complex regulatory requirements
- Improve Network Utilization by 16% in my clusters by focusing on product & offer communication
- Managed Financial Services Customer service and corporate support operations
- Cross-sell a variety of banking products including Bill Payment, Money Transfer, ATM, Insurance, savings and promote products and services of Mobile Financial Services
- Responsible for achieving high customer satisfaction through high quality services & ensuring unit exceeds Service Level, FCR, CSI & Quality Scores
- Improving customer's ARPU by building strong relationship and by providing exceptional customer care
Key Achievements:
- Launched Easy paisa Helpline 3737 to improve customer experience, This helped in reducing the wait time for 7 to 1 minute and improve Service level by 40%
- Channel developed for Outbound sales of insurance products and successfully on boarded 25K customer which was 90% of the sales generated from all channels
- Successfully outsourced Easy paisa operations to 3rd party and ensured smooth transition without impacting customer experience. This initiative helped organization to save 300 Million Opex
- Headed Telenor Pakistan's Outsourced Contact Center; a team of 500+ agents serving customers through different touch points (Voice, SMS, IVR, Email & Web chat )
- Engage OSP teams to improve performance & Share /implement best practices
- Establish strong communication channels with OSPs management team for effective communication of expectations and performance management
- Liaising with CCD Management, Support and In-house Units to ensure uniformity of customer experience and policies
- Conducting regular performance review sessions with Management
Key Achievements;
- Call Center Service Levels were lifted by 30%. This was a serious challenge affecting the call centre’s performance as well as the customer experience
- Launched Outbound Sales Channel in Telenor for first time and it was the biggest channel for Postpaid Sales with monthly 1500 Sales
- AHT reduced by 15% through continuous process re-engineering.
- Absenteeism at the call center was brought down from 24% to 8%. This had a direct linkage with employee morale and operational cost.
- Leading the team of Quality Officers to gauge Customer Experience, check compliance and providing support to improve FCR & CSI across all Customer Care
- Providing fact based VOC analysis / Reports & presentation to management
- Run Process improvement initiatives based on feedback received from agents
- Oversee VOC gathering process (e.g. data extraction, notification of frontline employees, etc.) & identification of inner and outer circle
- Standardizing quality procedures and ensure implementation across all the Centers
Masters in Business Education - Marketing
B-Com - IT