KAMLESH MELWANI
Associate Director - Global Account Management
Pune
Summary
Collaborative Senior Management resource with demonstrated success in hunting new accounts and farming the assigned accounts by relationship building, negotiating and developing the business further. Self-motivated, driven and adaptable with proven track record of exceeding goals on Customer Experience and Business Development.
Overview
22
22
years of professional experience
6
6
Language
49
49
years of post-secondary education
Work History
Head – Customer Service Delivery
Reliance Communications Limited - Maharashtra & Goa Circle
Pune
09.2015 - 05.2017
- Customer Lifecycle Management, Service Marketing, Channel Experience & Service Assurance, Contact Centre, Capability Development – Training & Audits, Consumer Broadband Service, Partner & Vendor Management
- Span of control: 119 On Roll/ Off Roll Employees spread across Maharashtra & Goa States. 5000+ FTEs on Partner Roles.
Associate Director
ANB Global
Gurgaon
11.2014 - 09.2015
- Internal Audits & Risk Advisory
- Responsibilities:
- Heading the worldwide Telecom Vertical, major clients being Bharti Airtel Ltd
- Spanning across India, South East Asia & Africa, Vodafone Shared Services, TTSL, Uninor, MTN & Dishnet Wireless
- Span of control – was mentoring a team of 55 resources (Across levels from Associates to the Senior Managers) for Risk Advisory & Process Improvement in Customer Service & L&R space
- The profile includes Client Relationship Management, Business Development, Risk Analysis & Mitigation Measures, Customer Orientation & Project Management
- Business Development - Contact Center Technology / Presales & Business Development for ARCON Solutions (Software & Cloud Services)
- Leveraging the vast telecom experience in devising the new audit techniques and applying innovative tools to arrest potential risks in terms of customer dissatisfaction, regulatory / statutory non compliances, financial penalties, customer churn, revenue & market downslide
- Risk advisory includes recommendations to eliminate deficiencies in current processes to make it cost beneficial & to round off the recommendations, conducting periodic reviews on implementation status
- Major audits & advisory services were around the Customer Interface infrastructure such as Contact Centers, Technology Support (Voice & Non Voice) & Retail Outlets
- Review planning along with Board Audit Committees of various organizations to ensure the potential risks are assessed in advance for targeted Circles / Countries so as to chart out the audit plan & prospective improvement disposition
- Resource planning, budgeting & logistical arrangements to ensure audit process engagements are carried out smoothly at client sites
Project Consultant
ANB Global
01.2013 - 01.2014
- Major Global Telecom/ Ecommerce/ Realty Industry Pioneers (Amazon, MTN, Airtel Africa, Vodafone Global, Aloha Technology Ltd
- Hokuapps) on Customer Service, Call Center & Account Management Strategies
- In the current project setting up a Customer Account Management & Global Experience Center for APAC/ US and Indian Customers (Fortune 500 B2B Clients) of Hokuapps - Aloha Technology LTD
- Pursued Consulting as an entrepreneur in past as well
- In that venture, monitored Service Roll-Out & SOP Formation for Airmesh Communications Limited (WIFI Broadband - Operator in Unlicensed Spectrum targeting Pan India presence by end of 2015) in capacity of Strategic Consultant for Contact Center, Customer Service & Regulatory from June
Head, Customer Service
Aircel, Dishnet Wireless Limited
Kolkata
04.2012 - 06.2013
- Delivery for East Region
- Responsibilities:
- Was heading the consolidated Shared Service Factory for various CS activities such as Customer query / complaint resolution, Call Center (Voice & Non Voice Modes), Provisioning, Collections, Retentions, lifecycle Management, Customer Accounting & Reconciliations
- Span of control –Managing 14 On Rolls / 32 Off Rolls & Third Party Employee strength of over 300 executives across 9 states – Assam, Mizoram, Meghalaya, Manipur, Tripura, Arunachal Pradesh, Nagaland, West Bengal & Odisha
- Major KPIs include :
- QRC Back office, Contact Center & Field Service Operations for Customer Support
- Postpaid / Prepaid Provisioning thru a strategic partner based out of Kolkata
- Regulatory Ops – TERM Audits & Acquisition Quality / adherence to Activation Process led down by DoT
- Collections - First Bucket through a Centralized Strategic Partner with seat capacity of 2000 agents & Field Operations with an FOS strength of above 1000 across entire geography
- Retentions & Lifecycle Management – Strategic partners spread across all the 9 states
- U&R for Postpaid & Premium Prepaid Business – Contributing immensely in regional revenues by managing the U&R activities & New Product Development based on customer VOC for Postpaid Business
- Customer Accounting, Reconciliation & Refunds – Managed thru a shared services partner
- Budgeting & tracking AOP for all the 5 circles in conjunction with Senior Leadership Team at Circles & Corporate office
- Mentoring & managing Circle Customer Service Delivery Heads directly for all the 5 Circles in region on Postpaid Business Performance
Head – Customer Service Delivery
Aircel, Dishnet Wireless Limited
07.2010 - 03.2012
- Was heading the gamut of various verticals under umbrella of CSD, which is famously known as Care, Serve & Delight in Aircel
- Jammu & Kashmir being the most sensitive telecom circle in country offers different challenges than most of the circles across, especially regulatory norms, liasoning with 9 different LEAs & managing KPIs at par with all other circles in ever torrid socio political conditions
- Span of control – Handling a team of 126 On roll / Off Role & Third Party Employees spread across 2entirely different geographies, Jammu & Kashmir
- Responsible for TERM Audits & various On-boarding initiatives to ensure high level of compliance to DoT guidelines
- Revenue generation thru existing base was a very critical activity to be looked after as it is a near leadership circle for Aircel
- Construct of vertical reporting is as : On-boarding & Activation Experience, Billing – Credit & Collections, Customer Service IT Solutions, Service Assurance, Zonal CS Structure, QRC, Retail Operations & last but by no means the least, Call Centre
- Part of Circle SLT which takes all the important decisions in terms of Circle Operations
- Building AOP for the CSD function in Circle & driving the team to deliver better customer service with an optimized cost year on year
- Achievements:
- TERM Compliance scores increased from 59% to 97% (Highest ever in the History of Telecom in J&K, Regulated State)
- Incessant delivery of Negative Bad Debts & > 100% Collections
- Received the Best SLT Member across all functions, only in 5 months of tenure in year 2010
- Chosen for the up-line NGM Program by Harvard Publishing
- Excellent improvement in Complaint Reduction for the Circle – 13.2% to 2.3%
- Tremendous improvement in Call Centre Quality – In Top 3 circles nationally for Customer Experience Index
- Upward trend in all the KPIs - Service Assurance Scores, Retail Revenues per desk (Best in the country), Sales Target Achievement & State of the art CSIT Projects.
Head – Customer Service Delivery
Videocon Telecommunication Limited
06.2010 - 07.2010
- Was heading the most critical differentiator in today’s telecom scenario, Customer Service for India’s largest telecom circle in terms of geographic footprint
- Responsible for setting up the policies, processes, Call Centers, partners & all other CSD deliverables as the organization was about to roll out the services in circle
- Span of control, to start with was a team of 52 On roll / Off Role Employees spread across 5 zones – Bhopal, Indore, Raipur, Gwalior & Jabalpur
- Strategizing a low cost service model with high customer centricity, webbed around the thought process of having less but quality customers on board
- Driving the infrastructure readiness for a hassle free launch in the circle (Only prepaid services to start with, postpaid services were introduced two months later)
- Building AOP for the CSD function in Circle & driving the team to create a Service Differentiator before MNP was introduced
- Coordinating with Hub, Corporate & Shared Services to ensure state of the art customer service & New Customer experience.
Head
Bharti Airtel Limited
12.2008 - 06.2010
- Was Heading the most critical Service & Revenue parameter – Credit Control, Collection & Recoveries for entire Maharashtra & Goa Circle with a team of 37 On roll / Off Roll Employees
- Handled a total Portfolio of 400 Mn in Mumbai & 250 Mn in Rest of Maharashtra & Goa
- Responsible for collection / issue resolution to Enterprise & National Corporates
- Driven the team to achieve set Collection Targets for 100% Value & 95% Count against the current month’s billing in the Circle from all buckets i.e
- Soft, Hard & Legal
- Managed major CS KPIs such as Bad Debt reduction & recoveries for the Circle
- Was responsible for reduction of dues in 90+ active bucket (Part of Bad Debt)
- Helped setting up appropriate processes for Credit Control & Risk Management so as to ensure basic hygiene of the customer at entry level
- Used to Draft budget for Collection & Recovery operations as per AOP and reducing OPEX costs
- Responsible for Rolling out Loyalty Programs for P&G / High ARPU Customers thru Ultra Service Zones
- Managed Proactive Customer Retention through telecalling in a shared service centre environment & field referrals field Agencies by enhancing ‘0’ Bucket Collections
- Was a critical part of the CSD’s Operation Expense Reduction Core Team as the Bad Debts Reduction & Incremental revenue through maximum collections in earlier buckets
- Part of Senior Leadership Team for Customer Service Delivery and a mentor to Zonal CS Teams for Bottomline EBITDA targets
- Cross / Reference sales targets for the Corporate Customers and also responsible for revenue upsell from the existing Customer Base
- Achievements:
- Awarded Six Sigma Green Belt for achieving significant reduction in opex by reducing circle Bad Debts
- Delivered lowest ever Bad Debts (1.67%) for M&G in the month of February’10 (lowest since inception of circle)
- All time lowest Bad Debt delivered for 3 months consecutively
- Increased the average collection percentage from 95% to 97% in Quarter III, achieved a place in top 5 circles nationally
- Achieved highest Gallup Mean score of 4.69 in the entire CSD unit for M&G Circle
- Won the National Bad Debt reduction Contest ‘Trailblazers I & II’ for 3rd & 4th Quarter 2009 & also the Bad Debt Reduction contest for June’09 (Only Circle along with Rajasthan to win all the three contests)
- Only Circle to win all the Bad Debt reduction contests in year 2009, awarded a Certificate of Excellence by Circle CEO & Head – HR.
Head
Bharti Airtel Limited
03.2007 - 11.2008
- J&K Circle as, – Service Operations (CSD)
- Responsibilities:
- Steered the teams to achieve set Collection Targets for 100% Value & 95% Count against the current month’s billing in the Circle from all buckets i.e
- Soft, Hard & Legal
- Handled the following departments: Bad Debt Management & De-active Collections for the Circle
- Set up appropriate processes for Credit Control & Risk Management so as to ensure basic hygiene of the customer at entry level
- Regulatory Compliance / AV Process for a Special Status Licensing Circle to ensure that no slip ups happen on acquiring New Customers: strategizing the entire piece with special care
- Truly focused on educating the customers to reduce the Churn and increase collections
- Used to Draft budget for SMG operations as per AOP and reducing OPEX costs
- Ensured 100% Error Free Service Provisioning in order to increase C-Sat and reducing Billing related complaints; implementing Six Sigma for SMG processes to improve on the quality standards
- Rolled out Loyalty Programs for P&G / High ARPU Customers
- Service Bill Delivery with the efficacy levels of 99% and above to ensure optimum Collections
- Driven Proactive Customer Retention through ARCs and achieving reduction targets in Voluntary / Involuntary Churn by enhancing ‘0’ Bucket Collections
- Enhanced Retail visibility for various payment processes like LAPU II, Easy Charge & MCHEK
- Upgrading Customer Care Processes / Workflows to ensure Customer Service Management for the circle is considered best across all circles nationally
- Coordinating with Hub, Corporate & Shared Services to ensure state of the art customer service & New Customer experience (Owning up the Call Center piece for New Customers)
- Achievements:
- Created benchmark in Airtel’s History by achieving negative Bad Debts for three consecutive months (2008-9, Quarter 3) along with over all Collections greater than 100%
- Managed the overall operations of the organization at two distinct locations i.e
- Jammu & Kashmir under adverse operating conditions like weather, geography, political disturbances & security threats
- Achieved “Well In Control’ audit status from PWC for J&K Circle CSD Audits for consecutive 2 years despite complex regulatory scenario
- Procured excellent audit results in Bhartiyam Audits & SMG J&K awarded best CS Vertical across
- Topped the national benchmarking reports in Acquisition Experience scorecards on regular basis
- Reduced B&C cost to half the previous levels (Rs.48 per Customer to Rs.24) in one & a half years
- Stabilized the operations successfully despite downsizing the Service Operation Organization Structure significantly (Team Size reduced to 25 in Apr.’08 compared to 69 in Apr.’07).
Senior Manager
11.2006 - 03.2007
- Had set up processes for Credit Control & Risk Management
- Driving Collection Targets for 100% Value & 95% Count against the last month’s billing for both the Clusters from all buckets i.e
- Soft, Hard & CRO for both Key / Non Key Customers
- Distinction of consistently achieving set targets
- Maintaining rapport with Corporate & SME Customers with loyalty Programs for High ARPU Customers
- Introducing Agency Management for activities like AV/ CV, Collections & Retentions calling/ field ops
- Steering Customer Retentions among Executives through Web Worlds / CIOUs and achieving reduction in targets for both Voluntary / Involuntary Churn
- Service Bill Delivery to the Corporate Clients across Nasik & Aurangabad Zones along with coordination with Central Bill Printing shop at DAKC
- Driven Proactive Customer Retention through WWs / WWEs and achieving reduction targets in Voluntary / Involuntary Churn by enhancing ‘0’ Bucket Collections
- Achievements:
- Promoted to Zonal CSD Head for two clusters within a span of nine month from Customer Care Head of one location at the time of joining
- Reduced the Prepaid barring percentage due to non-submission of Forms in coordination with Channel / Prepaid Sales Team to less than 5% of Gross Base thus increasing client base and revenue.
Senior Manager
Reliance Communications Limited
Nasik
02.2006 - 03.2007
Manager – Customer Care
02.2006 - 11.2006
Assistant Manager
Tata Teleservices Limited
Jabalpur
10.2004 - 02.2006
Assistant Manager
Reliance Telecom Limited
Indore
10.1999 - 10.2004
- Was managing 11 Executives at Indore and 9 Executives when handling the Jabalpur operations
- Handling both Indore and Jabalpur centres for the organization and discharging the following KPIs:
- Monitoring the Customer Service, devising Customer Retention strategies and store operations
- Took care of meeting Sales Targets for Reliance GSM’s Prepaid Line of Business named as ‘SMART’
- Managing Address/ Credit verification process as per laid down policies in the Circle.
Front Office / Marketing In
Mashal Hotels Pvt. Ltd
Indore
04.1998 - 10.1999
Sr. Sales Officer
Easycall Communication Ltd
Indore
03.1997 - 04.1998
Education
Master of Business Administration - Service Marketing
Indian School of Business Management
B.Com -
I. G. N. O. U
06.1994 - 03.1997
A.D.M.A.S - undefined
NIS -NIIT
Diploma in Hospitality Management - Hospitality Management, Front Office
IHM Bhopal
06.1995 - 05.1997
Assessment & Development Centre - RCOM Way by Babu Vittal CHRO & Harish Mahadevan - undefined
‘LEADERSHIP DIRECT’ Business Management Program by Harvard Business - undefined
GEMS – Going Extra Mile for Service by Suresh Nair, CELLS - undefined
Skills
Credit & Risk Management Process Implementation Customer Accountingundefined
Accomplishments
- Achieved Result through effectively helping with Task.
Work Availability
monday
tuesday
wednesday
thursday
friday
saturday
sunday
morning
afternoon
evening
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Quote
Inventories can be managed, but people must be led!
Ross Perot
Timeline
Head – Customer Service Delivery
Reliance Communications Limited - Maharashtra & Goa Circle
09.2015 - 05.2017
Associate Director
ANB Global
11.2014 - 09.2015
Project Consultant
ANB Global
01.2013 - 01.2014
Head, Customer Service
Aircel, Dishnet Wireless Limited
04.2012 - 06.2013
Head – Customer Service Delivery
Aircel, Dishnet Wireless Limited
07.2010 - 03.2012
Head – Customer Service Delivery
Videocon Telecommunication Limited
06.2010 - 07.2010
Head
Bharti Airtel Limited
12.2008 - 06.2010
Head
Bharti Airtel Limited
03.2007 - 11.2008
Senior Manager
11.2006 - 03.2007
Senior Manager
Reliance Communications Limited
02.2006 - 03.2007
Manager – Customer Care
02.2006 - 11.2006
Assistant Manager
Tata Teleservices Limited
10.2004 - 02.2006
Assistant Manager
Reliance Telecom Limited
10.1999 - 10.2004
Front Office / Marketing In
Mashal Hotels Pvt. Ltd
04.1998 - 10.1999
Sr. Sales Officer
Easycall Communication Ltd
03.1997 - 04.1998
Diploma in Hospitality Management - Hospitality Management, Front Office
IHM Bhopal
06.1995 - 05.1997
B.Com -
I. G. N. O. U
06.1994 - 03.1997
Master of Business Administration - Service Marketing
Indian School of Business Management
A.D.M.A.S - undefined
NIS -NIIT
Assessment & Development Centre - RCOM Way by Babu Vittal CHRO & Harish Mahadevan - undefined
‘LEADERSHIP DIRECT’ Business Management Program by Harvard Business - undefined
GEMS – Going Extra Mile for Service by Suresh Nair, CELLS - undefined
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