MEETU JOHNSTONE

• Manage team of 30 FTE to deliver Month End Close activities withing required time and accuracy.
• Perform Reconciliations approvals, Journal Entry approvals which are above 1M threshold.
• Support Vendor onboarding and support invoice processing which cannot be processed through SAP. Coordinate with multiple teams internally to ensure payment gets processed in time.
• Develop and implement comprehensive functional strategy development and aligned with organization's goals and objectives.
• Setting up KPIs Matrix and ensure process performance is on track.
• Communicate and collaborate with key stakeholders to understand business requirements and manage escalations.
• Data Management like collection, analysis and interpretation and then share it with stakeholders. Also highlight cost saving opportunities and Issues on monthly basis
• Implement data quality control measures to ensure accuracy of deliverables.
• Identify and Implement Training and Development needs as required by function.
• Communicate, collaborate with worldwide teams, cross functional teams and Internal/external stakeholders to provide narratives to data which is showing off trend.
• Foster customer-centric culture within organization.
• Generate reports and insights to guide decision-making and continuous improvement.
• Stay informed about industry trends and best practices in logistics.
• Implement continuous improvements to enhance effectiveness of CRM strategies.
• Ensure adherence of Organization’s policies, procedures, and compliance
• Process documentation timely update (Updated and communicated within TAT)

Achievements

• Reporting HUB Project
• Manual Billing Automation
• My Process Satisfaction scores never went below 96% and got appreciated by Director of Logistics Function
• Accrual process automation
• Create Talent Portal - Seagull was Build and linked with Team Goals
• Existing BOT removals with use of Macro/Query set in existing tool.
• Error correction fallouts numbers reduced by leveraging Fishbone and other Pareto quality tools.
• Customer Satisfaction Scores Project
• Automated reports and Power BI reports simplification was done.

• Managed team of 15 people during HPE and HPI split and dealt with change management.
• Also there was system changes from Oracle to SAP and gradually transitioned team from one system to another
• Worked with management and help in building strategy, Goal, KPIs, Process Performance, Escalation Management
• Focused on Centralization and standardization of activities post Split of HPE and HPI.
• Recruited, hired and trained staff and provided ongoing feedback and performance evaluations for development.
• Trained new hires and provided positive reinforcement and helpful feedback that boosted morale and efficiency within department.
• Existing activities were assessed and optimized if they belong to Logistic Finance and if any changes are required basis stakeholder’s feedback.
• Set up process Deck, KPIs calibration and Fortnightly process reviews.
• Communication, collaboration with cross functional teams and stakeholders who are based in diverse locations (WW team)
• Ensuring Monthly End Close is completed in time with required quality standards.
• Reporting and Analysis and provide narrative for data fluctuation and future state. Also, what opportunities we foresee is shared with t stakeholders
• Tracking exceptions, escalation & fallouts and ensuring real time corrections
• Managed in and out transitions for activities which were performed by us, but we were not owners and vice-versa.
• Manage appraisals, Customer Satisfaction scores, Business Continuity Plan, Succession Planning, and other administrative task for process.

Achievements

• Multiple appreciation emails received on streamlining process within span of 3 months.
• Retained process on site which was planned to get aligned to regions directly.
• Ran small projects and managed process with 10 HC rather than 15 FTE
• Many activities were centralized, standardized, and optimized with help of lean or Kaizen projects.
• Escalation reduction

Travel and Expense - Unit Manager

Nov 2010 - Sep 2012

• Employee Expense Management (Associate Manager) - Managed team of 20 FTE and 2 leads in Employee Expense Management process to ensure that tracking, verifying, and reimbursing employee expenses incurred during business-related activities are done as per policy and guidelines.
• Daily connect with leads and team to discuss performance, issues, concerns, feedback or suggestions if any
• Management team's performance, Coaching and Mentoring, Trainings, Reporting and Analysis
• Weekly connects with stakeholders and clients to showcase process performance, share inputs and take their feedback.
• Inculcate Continuous improvement culture within team.
• Monitor and analyze expense trends to identify areas for cost savings.
• Manage relationships with vendors and service providers associated with expense management tools and services.
• Conduct regular audits of expense reports to identify discrepancies or policy violations.
• Establish and manage workflow for expense approval, including appropriate levels of authorization.
• Green KPI in terms of time and quality standards
• Propose strategies to stakeholders on optimize travel-related costs without compromising on service quality. Analyze travel data and trends to identify opportunities for cost savings and process improvements.

Achievements

• Automated notification process when claim is picked for audit, missing requirements, successful close.
• Changes in EEM Portal which will educate employees on criteria basis which claim will be audited.
• Quality control and checks on validated claims which enhanced accuracy of claim validation process.
• Provided suggestions to clients on trading of expense which may result in Cost Saving opportunities by putting limit on certain expenses.

Oct 2012 - Dec 2014

IC Role - Project started by CFO - Process Improvement Project

• Work with senior management to align process improvement initiatives with overall organizational objectives.
• Develop and implement strategic roadmap for process improvement projects.
• Utilize process mapping and other analysis techniques to understand workflow and identify bottlenecks.
• Lead process improvement projects from initiation to completion. Define project scopes, objectives, and deliverables.
• Collaborate with different departments and teams to understand their processes and identify opportunities for improvement.
• Implement change management strategies to ensure successful adoption of new processes.
• Ensure that team members have necessary skills and knowledge to contribute to process improvement efforts.
• Monitor and report on quality of processes and impact on overall performance. Manage resources effectively to ensure successful execution of process improvement projects.
• Collaborate with IT teams to implement and optimize technology tools.
• Also managed Travel and Expense team quality audit and set up controls due to high escalation % in process.

Achievements

• AR process tools functionality was enhanced to reduce manual intervention.
• Enable customers to review invoices, payment history, and update their details online.
• Implement automated workflows for escalating overdue accounts.
• AR process tools functionality was enhanced to reduce manual intervention.
• Enable customers to review invoices, payment history, and update their details online.
• Implement automated workflows for escalating overdue accounts.

Team Leader

• Managed team of up to 32 associates in voice, non-voice, technical, non-technical, sales, collection, invoicing, Telecom support processes.
• Daily team meetings and share team performance and address in case of any issues or concerns.
• Maintain good rapport with internal and external stakeholders for smooth running of process. It includes cross functional teams too for having more clarity on business.
• Reporting, analysis and share details with stakeholders on weekly and monthly connect.
• Foster positive and collaborative team culture. Encourage teamwork, mutual support, and shared commitment to customer satisfaction.
• Set clear performance objectives and key performance indicators (KPIs) for th team aligned with organizational goals.
• Regularly monitor team performance against established metrics. Provide constructive feedback and recognition for achievements.
• Develop and implement training programs to enhance team's product knowledge, communication skills, and problem-solving abilities.
• Stay updated on industry trends and customer service best practices. Encourage ongoing learning among team members.
• Instill customer-centric mindset within team. Emphasize importance of understanding and meeting customer needs.
• Effectively allocate tasks and responsibilities based on team members' strengths and skills. Ensure equitable distribution of workload.
• Identify opportunities to optimize processes with use of technology to improve efficiency and customer satisfaction.
• Establish quality assurance processes to monitor customer interactions. Conduct regular evaluations to ensure adherence to service standards.
• Implement feedback loops for continuous improvement. Gather insights from customer interactions to identify areas for enhancement.
• Empower team members to make informed decisions. Provide guidance on problem-solving approaches and escalate issues when necessary.
• Implement recognition programs to acknowledge and reward outstanding performance. Boost team morale by celebrating achievements.

Achievements

• Successfully rollout our GB Project which sustainably deliver improved results – Retain Client with 60% spike in sale of Broadband services.
• Leadership recognition award for exemplary leadership in managing and leading high-performing customer service team.
• Multiple recognition notes and awards from direct customers for exemplary support provided.
• For exceeding sales target, was recognized by Manager and clients.
• For quality service, was recognized and awarded by Manager.
• For managing high escalation ratios and brought it down to less 5% target for which got appreciated and recognized by client
• High Customer Satisfaction scores
• Created ready reckoner portal for team.
• Note - Prior to 2005, I worked as associated and gradually moved up ladder however lead experience is from July 2005