Sankalp Patel

• Directly responsible for assisting the Customer Service Operations team, in the day-to-day operations of the department. • Managed the process of lead generation for the sales team, and the distribution of data. • Worked with the UI/UX team in order to increase the user engagement with the core product of the organization. • Assisted directly in the conversion of sales from potential leads. • Assisted the process trainer in setting up training modules for new hires

• Responsible for maintaining the quality for several different support roles, across multiple different business verticals. • Ensured that the correct business process was being followed, in order to increase the quality of work. • Conducted regular audits to identify areas of improvements and other process deficiencies. • Provided feedback to the agents whenever necessary and outlined key areas for improvement. • Created new modules for training the support associates outlining the correct business practices.

• Developed relationships with new potential clients and converted them into sales through product demo and presentations. • Developed and executed sales and marketing strategies for CRM and ERP software products. • Maintained relationships with key customers, by creating specialized sales plans, and by managing budgets. • Created marketing plans and marketing campaigns for CRM and ERP software products. • Generated revenue by identifying pain points and suggesting suitable products or services to the existing clients.

• Performed weekly audits to also improve the team’s key metrics. Also, assisted in cross team audits, for all the key performance metrics. • Worked on multiple projects to reduce errors, and to increase the team’s efficiency. • One of the key projects was to invalid ticket reduction - 1. Identified that the team had a very high trend of raising invalid tickets to the development team, in the site, which caused problems with the operations. 2. The average percentage of invalid tickets ranged between 20% to 30%. 3. Performed multiple audits and analysis, and found that the primary reason for the invalid tickets was due to a discrepancy in the process. 4. Calibrated the process with the team, and brought the percentage down to 14.6%, and then 13.5% in the consecutive months. • Trained and mentored multiple new hire batches and upskilled existing associates with other industry/ department specific skill sets. • Identifying process gaps within associates and worked towards fixing through refreshers and trainings. Also played an active role in driving metrics and enhancing learning curve for the new associates. • Trained and mentored remote teams of 7-8 associates, while delivering strong process knowledge and maintaining high quality standards, and ensured an increase in interaction amongst team members, even on virtual environment. • Worked on a project to reduce reopen of support cases by sellers - 1. Identified that the reopen rate of the team was trending over 50%, and because of which it required immediate attention. 2. Took ownership of reducing the reopen rate of the team by conducting weekly reopen audits, in order to identify areas of improvement. 3. Managed to identify opportunities, based on seller behavior. 4. Compiled a report with the data, and created a list of best practices that would help improve the metric. 5. Drove the best practices within the team, and the reopen rate dropped to 30% and 15% in the consecutive weeks. • Created a weekly shift coverage mechanism at a site level, through reports based on skill sets, to ensure full time support to the associates in the India and Costa Rica region at any point in time. • A part of the Quality of Support (QoS) project, intended to improve the overall quality that is being delivered to associates, during their support. • Worked on a project for Scheduling, Shift Coverage and OT requirement monitoring - 1. There was a severe shortage of advisors, that led to inefficient support to the associates from the Advisors team. 2. Drove a project to monitor the number of advisors working every week, based on their skill sets. 3. Gathered data, cleaned it, and finally analyzed the data, which provided a lot of insight into the problems. 4. The data provided information on the date and time, by the hour, when there was the most severe shortage. There were gaps for over 2 hours without any support, while the SLA is supposed to be within minutes. 5. Based on the data, the total amount of shortfall by the hour was found, and based on that the scheduling was rearranged, and OT hours were created to cover all the associates, without any gap in support.