Manager Service
Resume:
NINO P. GARCIA
**** ***** ** ***** ** PASAY CITY
***********@*****.***
OPERATIONS MANAGEMENT EXPERT
Operational Management Client Relationships Interdepartmental Engagement
Highly dedicated and astute strategist, with extensive track record of building and aligning organizations to achieve excellence profitability, meticulous and results-driven professional with over 16 years of interdisciplinary business management experience in international dynamic, fast-paced environments. Comprehensive understanding of the skills needed to provide effective management and leadership. Demonstrated ability to drive growth and profitability, while cultivating and managing client relationships, and adhering to budgetary parameters. Proven track record of innovating and implementing effective efficiencies and new business generation. Extensive leadership experience, building and directing high performance teams. Specialized proficiency in account management, collections and client service disciplines.
CORE AND COMPETENCIES:
Outbound Voice, Inbound Voice, Back Office, Credit & Collections, Pre & After Sales, Customer Service, Order Entry, Dialing Strategies, Insurance, Outsourcing, Customer Relations, Account Management, Leadership Development, Operations Management, Project Management, Business Process Excellence, Black Belt Six Sigma Practitioner, Proficient in implementation of ISO 9001:2000 Quality Management System, Enterprise Risk Management, Strategic Partnerships, Vendor Management, Business Intelligence, Business Process Improvements, Recruitment Process Outsourcing
CLIENT INDUSTRIES WORKED IN:
Insurance, Recruitment, Utilities, Collections, Customer Service, Sales, Tech Support, Retail, Telecommunications
PROFESSIONAL EXPERIENCE:
Group Manager, (Suncorp) Insurance and Banking, 2019 to date, WNS Philippines
Responsibilities: Daily operations management and full ownership of the process in terms of delivery of all service levels (critical and non-critical). Work hand-in-hand with WFM to ensure achievement of critical service levels through effective planing and forecasting. Development and execution of process improvement plans. People management which includes daily staff supervision, coaching, and mentoring. Meet, if not exceed all service levels through effective planning and forecasting
Highlights:
● Decreased Attrition Rate from 60% to 30% Annually
● Implemented robust disciplinary action management and employee developmental plan
● Developed strong client partnership
● Implemented account balanced scorecard and created fiscal year strategy
● Implemented Black Belt Project for efficiencies and developed additional LOB
● Spearheaded work from office operations during initial Covid breakout and transitioned the team to BAU stage
Program Manager – Client Services and Operations, November 2018 – March 2019, PSG Global Solutions - Philippines
Responsibilities: Managing multiple RPO (Recruitment Process Outsourcing) clients and operations teams to meet and exceed expectations across various metrics. Building and maintaining client relationships. Responsible for all operational requirements within my assigned Business Unit.
Highlights:
● Authored fiscal year aggressive strategy for 3 accounts
● Administered dialling strategies to strategic and core recruiting accounts improving connect rate that results to higher submits and Gross Multiple
● Developed and managed tactical sourcing and recruitment strategies in partnership with the Director for Client Management
● Successfully transitioned 2 new programs and early stabilization
● Helped built recruiters’ competencies in sourcing and recruiting tailor fitted to the needs of their client’s industry
Group Manager, (Energy Australia) Utilities Customer Service and Collections, 2014-18, WNS Philippines
Responsibilities: Managing teams previously for an Australian Utilities LOB managing Back Office, Inbound, and Outbound Voice Collections.
Highlights:
● Introduced and administered NPS to a Utilities and Collections environment. Created baseline target in the first year of implementation and standardized target in the 2nd year of implementation. The project assisted in decreasing Debt Portfolio of Energy Australia and improving Customer Experience.
● Achieved delivery of $5B debt reduction of client financial portfolio increased from the $3B previous year.
● Achieved 20% annualized attrition with 100% retention in Top Talent employees.
● Administered sharing of best practices for Level 3 PCMM certification and secured actual certification with very minimal observations.
● Sustained All Green for all SLAs in the contractual obligation in parallel with achieving programs financial budget achieving positive GM and GC for the fiscal year. These results to renewal of client’s contract and assisted in the increase of the program's financial budget for the year.
● Continuous recommendation and implementation of Cost Initiatives and Revenue Generating Initiatives on a quarterly basis.
● Successful transition phase to BAU, all client and operational deliverables within project plan timeline. (Utilities: New vertical for Philippine location) Acquired and developed talents to sustain Utilities Vertical Growth.
● Achieved delivery of $3B debt reduction of client financial portfolio.
● Implementation of transformational initiatives such as Optimized Outbound Dialling, and Lean Capacity Planning.
● Implementation of AHT efficiency project resulting to optimized FTEs versus maintained Revenue, Value Add project to Client.
● Improve collections effectiveness at agent / process level by 20% as against 2014 performance.
● Increase absolute amount collected per account; First toll gate – Collected and completed past due, collected amount is 86.7% versus of 80% project target. Achieved 95% on Second toll gate of the past due.
● Successful embedding of NPS requirements in a prioritized order - Quality, Compliance, People and Performance management prior Client implementation.
● Successful implementation of Risk Management: Initiated identification risks items relative to company and client, closed all open risk within expected date of closure.
Service Delivery Manager, (Avon US and ANZ) Retail, 2008-2013, WNS Philippines
Responsibilities: Perform credit services for Fortune 500 Cosmetics Products Company covering Order Entry, Internet Help Calls, Core Support, Unique Manager Calls, Account Representative Calls, End-User Calls, Account Services, Scale: 180+FTEs, Geographies Serviced: US, Year of Transition: October 2008, Delivery Locations: Manila, Mumbai, Gurgaon, 16/5 Operations, UTP, 189K Volume/Month, 68% Allocation, 1.9SU
Highlights:
• Initiated and spearheaded 3 enterprises Six Sigma Project for efficiency improving productivity, reduced costs, and enhanced quality of service with a hard earned cost of $171,000.00, $310,685.00, and $631,433.00. Projects ended with a stabilized performance.
• Other projects involved are 2 Yellow Belt projects in Critical Quality Parameter Improvement with an estimated financial gains of 5% of the revenue for each projects, 2 Green Belt projects in Production Quality Distribution Improvement with an estimated financial gains of 5% of the revenue for each projects every month, Green Belt project in TQ Re-Engineering for ACS and CS Voice processes.
• Robust developmental plan for officers with 44% of the officers pool BLSS trained, 11% of the officers Yellow Belt trained, 37% of the officers pool FMEA trained, 19% of the officers pool trained for Process Mapping, 33% of the pool were trained for RCA, 90% of officers pool trained for YLDP.
• Delivered excellent quality performance despite of the increase of new agents, substantial achievement through decreased learning curve.
• Exceptional employee retention. Increased productivity by developing maturity of employees, maintained 95% employee retention for 2008 to 2013, an achievement that compels great impact on knowledge retention and expertise.
• Empowered management team by imparting training for trend analysis, quality improvement, and process improvement ensuring service delivery.
• Increase in call volume attributed to addition of CS (Customer Service) and Email LOB resulting to increased Gross Margin and Gross Contribution versus of annual target, exceeding month on month revenue target.
• Exceptional transition on new LOB, accomplished first-rate CSAT score, fast rate learning curve on quality and AHT.
• Outstanding scores on Voice of the Client survey highest across all geography.
• Help maintain customer retention through great customer satisfaction.
• Provided great value add insights to client relative to Business Analytics.
• Increased profitability due to consistent SLA achievement and low process error.
Project Lead/Process Improvement 2007-2008, Advance Contact Solutions
Responsibilities: Proactive task of identifying, analysing and improving upon existing business processes within an organization for optimization and to meet new quotas or standards of quality. Application of systematic approach which follows specific methodology, applied benchmarking and lean production, focuses on different areas of improvement and uses different methods to achieve the best results, creation of program manuals and facilitation of certifications.
Highlights:
• Co-authored 7 program manuals resulting to lean operations and ISO certification with minimal observations and no non-conformance.
Team Manager
(US Air) US Airline, Customer Services 2006-2007, Advance Contact Solutions
(Vonage) US VOIP, Sales/Acquisitions Telco 2006-2007, Advance Contact Solutions
(DTV) US Satelite Services, Customer Service/Outbound Hard Selling/Acquisitions 2005-2006, Advance Contact Solutions
(Globe) Telco Account, Customer Service/Win Back/Outbound Hard Selling/Acquisitions 2004-2005, Advance Contact Solutions
Highlights:
• Consecutive top talent manager for 3 consecutive years
Project Coordinator/Research Analyst 2003-2004, Multinational Investment Bancorporation
Product Inventory Supervisor 1999-2000, Duty Free Philippines
Junior Research Analyst 1997-1999, Multinational Investment Bancorporation
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