Jul 2021 – Feb 2024 · 2 yrs 7 mos · Manila, National Capital Region, Philippines · Hybrid

• P&L Ownership & Transformation: Directed end-to-end business transformation across digital marketing, sales, product, R&D, and service delivery with full P&L accountability
• Growth & Scale: Delivered 114% YoY revenue growth and a 50% margin lift, scaling the company to a $30M topline post-acquisition
• M&A Exposure & Integration: Gained real-time exposure to the full acquisition cycle—due diligence reviews, valuation discussions, LOI processes, and integration planning—while leading operational transition across product, process, people, and technology
• Operational Transition Leadership: Built frameworks for client onboarding, workforce optimization, SLA efficiency, AHT reduction, and technology infrastructure, ensuring seamless scaling and compliance
• Partner Ecosystem Expansion: Re-engineered digital strategy for 800+ global partners and 9,000 SMBs, improving retention and cross-sell revenue
• AI-Driven Marketing & SaaS Enablement: Launched AI-powered marketing initiatives and evolved delivery toward SaaS-style scalability, accelerating acquisition and onboarding
• Global GTM: Developed go-to-market strategies across the US, Europe, and APAC, expanding enterprise accounts and increasing LTV
• Leadership & Culture: Built high-performance cross-functional teams, embedding a culture of growth, accountability, and continuous improvement
• Leadership Philosophy: Known for the Power of Simple Explanations—turning complex strategies into practical, scalable ecosystems
• Specializations: P&L Ownership • Digital Transformation • M&A Integration (Exposure) • Operational Transition (Product/People/Process/Tech) • SaaS Enablement • AI-Driven Marketing & Automation • Global Partnerships & Channel Strategy • Client Acquisition & Retention (LTV/Churn) • Workforce Optimization (WFM) • SLA/AHT/QA Performance Management • Service Delivery & Onboarding • Product Strategy & R&D Alignment • Revenue Modeling & Unit Economics • Data & BI (Power BI) • Change Management & Stakeholder Alignment

Jan 2019 – Apr 2021 · 2 yrs 3 mos · Philippines

• As Vice President, I managed a PnL portfolio of $10 million, achieving a 26% margin. My responsibilities included directing day-to-day operations, orchestrating seamless ramp-ups, and ensuring financial health. I transformed the business model viability in the Philippines, resulting in the creation of four new sites. Additionally, I collaborated with sales and marketing to secure major deals, driving overall revenue to $10M and creating 10,000 additional jobs.
• I held multifaceted responsibilities encompassing policy design, customer service oversight, technical solutions implementation, financial prudence, and responsible governance. My approach was grounded in analytical and strategic objectives, driving me to acquire a comprehensive understanding of the business. Constantly planning, directing, coordinating, and overseeing operational activities, I ensured the organization's growth by developing efficient processes and cost-effective systems to meet present and future needs.
• As a leader, my presence extended across locations, people, processes, policies, performance, and products. I adeptly managed day-to-day operations with teams spanning 400 FTE in BFSI, 300 FTE in Telecom, and 300 FTE in the Utilities segment, totaling over 1000 FTE, including delivery managers and support functions across different geographies.
• Client relations were an integral part of my responsibilities, regularly spearheading WBRs, MBRs, and QBRs to share and provide updates on day-to-day performance wins. I was accountable to internal stakeholders for business growth, strategic investments, business expansion, and achieving meaningful margins.

Aug 2016 – Dec 2018 · 2 yrs 4 mos · Philippines

• In this role, I crafted empowering training curricula, turning a cost-center into a profit-center. I revamped onboarding, slashing new hire learning curve and boosting efficiency. By aligning training with industry standards and introducing interactive elements, I achieved a significant increase in engagement levels and 50% increase in retention rates during training. Also the persistency metric showed significant improvement
• I was responsible for establishing an in house operational quality framework that integrated compliance, service principles, NPS and Coaching, Calibration and Feedback so that it could be a catalyst for growth. This framework would surface similarities, anomalies, trends, gaps that would trigger putting in place the necessary operational controls.
• Since I progressively worked up the ranks taking on roles such as Deputy GM for Service Excellence Quality, Sr. Manager for Training and Service Quality, Assistant Manager for Operations & Training, and Team Leader in the Financial Service Business Unit, the collective experiences equipped me with a comprehensive understanding of diverse aspects of operations and service quality.

Oct 2011 – Jun 2014 · 2 yrs 8 mos

• As an accountable leader of both the core Transactional Quality and Integrated Training Team, I successfully managed and coordinated operations across multiple sites in Manila and Teesside, UK. Overseeing a team of more than 100 skilled Quality professionals from various business processes within the Financial and Telecom Verticals, I ensured efficient and effective execution of tasks.
• My approach focused on delivering tangible results on key performance indicators. Through Process Improvement Projects, I derived actionable findings that positively impacted critical metrics like End User Satisfaction Scores, First Call Resolution, On Time Implementations, Transaction Accuracy, and overall Service Quality, aligning them to targeted SLAs for each program.
• To mitigate potential risks and ensure adherence to compliance standards, I established a dedicated Risk and Compliance Team. As part of this initiative, I imparted comprehensive training to equip them to conduct regular Internal Audits. I personally crafted relevant worksheets for Auditing Purposes, ensuring a seamless and thorough Internal Audit Framework.
• To evaluate the expertise, experience, and competency levels of our teams, I introduced Periodic Assessments and Re-Certification Programs. This strategic undertaking enabled us to consistently monitor the skill levels of our workforce and identify areas for continuous improvement.
• As a proactive communicator and collaborator, I presented monthly and weekly reviews to executive management. These reviews provided in-depth insights into various facets of our operations, including people management, process efficiency, and overall team performance. Additionally, I communicated day-to-day challenges and roadblocks, while presenting well-crafted solution-oriented action plans.
• Through this structured and focused approach, I consistently delivered outstanding outcomes, optimized team performance, and fostered a culture of continuous improvement and excellence.

May 2009 – Jun 2014 · 5 yrs 1 mo

• Created a combined Training and Quality Framework for the Manila operations which interlocked the training and quality teams together to support operational excellence
• Set up a training lab for the new entries which covered foundation courses around customer service skills, sales skills, retention skills, telephone etiquettes and soft skills, language development, speech training, accent neutralization program, English grammar
• Developed training library which contained a set of soft skills that were required for a noticeably superior customer experience
• In conjunction with clients developed a set of training modules- product summaries, process and policies, systems and screens and process flows
• Introduced toll gates at all levels of transition from pre-process to process and process to OJT and from OJT to BAU
• Initiated the OJT model customized to various business units within the program to ensure high quality input and reduced impact on the overall performance delivery
• Actively supports recruiting department by identifying hiring needs, reviewing hiring decisions of agents and team leaders, conducting interviews and allocating interviewing resources as needed.
• Developed Knowledge Checkers from time to time to gauge agent capability for sustenance of operational performance
• Developed a unit for bottom performers( names Phoenix) to guide agents through refresher trainings, intensive quality evaluations as well as feedback and coaching
• Utilized Insights and RCAs from QA evaluations to determine Training Needs
• Observed trends and opportunities and provided suitable recommendations

May 2006 – May 2009 · 3 yrs

• Responsible for monitoring the quality of work and providing the necessary development to their associates to achieve quality and productivity goals and to contribute to the overall site goals.
• Focuses team on bottom line results and achieve goals through consistent communication, motivation, and recognition, training and coaching.
• Initiates action and recommends associates for merit increases promotions and other personnel changes. Plans for associate succession planning. Works directly with Human Resources Generalist to handle disciplinary action and complaint resolution.
• Provides recommendations to management to improve quality, productivity, morale, and communication within their team to ultimately improve the level of service provided to the customers.
• People Management: Attrition, Absenteeism, Morale, Motivation in a team.

Nov 2002 – May 2006 · 3 yrs 6 mos

• Functions as Shift Manager back-up which handles a group of team leaders and agents under M&S Financial Service Business Unit. The program provides Excellent Customer Service for the Largest Financial Institution in the UK
• Conducts Program Planning and Goal-Setting along with the Operations Manager and Shift Managers. Program SWOT and program initiatives are developed during this time.
• Empowered to take the lead and make critical program decisions when the Operations Manager and Shift Managers are not available.
• Monitors and ensures compliance of program reports and deliverables by individual teams with in his shift coverage. (Aux reports, Service Level reports, Absenteeism and Tardiness, etc.)
• Spearheaded the up-selling project for the financial program. In-charge of incentive budget management and staffing of agents per interval.
• Took the lead and headed the Updates Committee. Came up with a new cascade and “check for understanding” process for the program which measures the CSAs’ knowledge regarding product updates and policies.

Oct 2001 – Nov 2002 · 1 yr 1 mo

• Increased revenue through outstanding sales contribution.. Was instrumental in helping the account ramp-up from 15 FTEs to 45 FTEs.-Conducted Team Briefings, De-briefings, Team formal/informal meets, handle escalations-Create GMR. Totem Reports, Action Plans, Flash Reports, QA reports. Underwent Management training at the Management University of Transworks.·Was awarded the Best Sales Performer of the Project

Jan 2001 – Oct 2001 · 9 mos

• Worked as a customer Service agent for Online Gaming account.
• Provided customer service in managing online accounts for customers who are into online gaming.
• Also worked as a customer service agent for a sales account.
• Was the top sales performer for six months in a row