Madhur Saluja

• Launched and rebuilt Direct Fulfillment channel two times in last 5 years, currently Program managing it for India
• The responsibilities include:
• Channel expansion - Scale existing sellers and work on new initiatives/business models for channel expansion
• In 5 years, channel grew to 3.5k warehouses contributing to 10MM selection
• Vendor Experience - Set up and manage Vendor Support, support vendors in meeting performance requirements, define support framework and mechanisms to address vendor issues and consistently look for opportunities to improve VX
• Operational Excellence - Identify defect reduction opportunities and work with stakeholders across Fulfillment Channels, Product teams, Trans and Ops to influence their roadmaps and drive both short & long-term operational improvements
• Build channel capability to unblock selection which currently is restricted (e.g., volumetric, paints) and improve vendor issue resolution TAT
• Channel Speed - Improve speed of the channel by driving initiatives with sellers/vendors (7 day working, vendor capacity) and operations (FT enablement and increasing MM pickup share)

• Transitioned to this newly created role was due to reorg
• The role was evolving and started with 6 projects (4 completed and 2 in progress)
• The projects were around End to End Headcount automation, Capacity Dashboard and Short term forecast
• The responsibilities involved:
• Define project scope and deliverables; gather, analyze, and prioritize customer and program requirements
• Manage implementation of the tools or process and drive project schedules
• Create annual roadmaps, perform periodic analysis and publish reports
• Identify metrics to measure and ensure solution effectiveness
• Managed cross-functional teams to deliver high-quality products within scope and budget constraints.
• Championed continuous improvement initiatives within the organization, driving efficiency gains across all projects.
• Facilitated stakeholder communication, leading to improved alignment between business objectives and program goals.
• Led process improvement initiatives by conducting thorough analyses of existing workflows, identifying bottlenecks and redundancies that hindered progress toward established targets.
• Established clear performance metrics for tracking program success, enabling informed decision-making processes throughout each project''s duration.
• Developed comprehensive project plans, resulting in successful on-time delivery of multiple programs.

Led Capacity Planning team of 12 across 12 worldwide sites for ~14 functions in a multi-lingual & multi-skilled environment for ~4000+ production employees

• Re-engineering & Excellence – Designed Capacity Planning System for optimal capacity plan
• Developed Annual Capacity Planner (OP) & Continuous Capacity Planner (Monthly) to mitigate risks and incorporate dynamic business requirements
• Created 5 models in the system: Attrition and Movement, Shrinkage / Non-Productive time, Floating capacity, Productivity and Hiring Plan Model
• Standardized processes across all functions keeping unique parameters intact for scalability & flexibility
• Peak Readiness – Proactive planning reviews for 7 functions to ensure optimum resource utilization and movements
• Perform Gap Analysis, implement measures to bridge gaps and daily standups to mitigate risks
• Operational Planning – Redefined the approach to more data centric to calculate inputs including Shrinkage, Forecast, Attrition and Productivity
• Created Gradient Percentile Methodology for accurate productivity calculation
• This is used to create annual productivity targets for ~30+ Segments
• Strategic Inputs - Advice senior leadership with respect to capacity planning to take informed decisions like network’s capacity readiness to absorb new business
• Collaborate and align with business owners for capacity related targets and provide annual plan
• Streamlined workflow processes, reducing redundancies and increasing overall efficiency in the planning department.
• Presented regular progress updates to senior leadership, highlighting successes as well as challenges encountered during project execution phases.

• Led WFM team of 11 in two locations to support Banking Operations for ~5000+ frontline employees of a largest bank in Canada
• Developed team to become WFM consultants, provide cost effective plans and proactive recommendations while driving operational efficiencies
• Delivery Improvement - Restructured WFM processes for high accuracy & efficiency, reinvented team, metricized and changed approach from task oriented to consultative method
• Innovative Solutions - Enhanced forecasting process architecture for long term and short term forecasts
• Introduced Granular Data Repository to minimize manual intervention and reduce error possibilities by ~90%
• Client Management – Improved Client satisfaction score by 125% and reestablished trust
• People Development - Designed ‘influence programs’
• Cohesive team development through forming groups (SPARX, Passion) and conducting single focus sessions
• Cost savings – Improved efficiency and absorbed 2 FTE work at no cost to client while maintaining adequate backup
• Business Reviews – Monthly and Quarterly business reviews with leadership and Client

• Led development of tailor-made vendor performance measurement & invoice reconciliation WFM tool for 16 suppliers with over 40,000 agents for America’s leading telecom organization
• Re-engineering – Spearheaded development of WFM performance measurement & invoice reconciliation tool
• Provided strategic level guidance to client on WFM methods & initiatives to drive cost reduction & improve customer satisfaction
• Overall Client savings exceeded $50m per year
• Vendor Management - Established strong vendor relationships and created departmental roles and responsibilities
• Regular engagement with vendors for smooth transition to new tool
• Reporting – Introduced Data Integrity Report to ensure transparency, ‘Unknown’ reports for RCAs and Performance reports
• Support – Managed development team and provided technology support with 2% down time

• Delivered performance against customer, shareholder & employee metrics for Credit Operations Desk (WFM) for US and India business operating with ~400+ credit analysts
• Oversaw workflow team to manage inventory & service levels, reviewed dialer strategies, provided scheduling & OT needs, monitored & mitigated performance gaps of credit processes
• Designed methodologies, introduced new metrics, created incentive models, performed goal setting exercise for CCPs & managers, provide payroll inputs, reporting & automation, conducted WBRs
• Introduced 100% transparent performance incentive method - Conceptualized & implemented PeQ methodology & CE metric for creating unbiased bell curve
• Enhanced cross utilization ability - Introduced floating capacity model to optimally leverage cross skilled resources, improved utilization of voice & back office to improve service levels from -35% to +5% of business goal

• Consistently achieved real-time business goals & maintained Health of Business
• Managed RTA, planned & mitigated gaps in real-time requirement & availability
• Improved contact rate through modifying dialer strategies, configured Scheduling Planner and launched Leave Management System, executed Hiring Plan
• Customized analysis to create innovative dashboards and executive reporting