NALINI JOSHI

Successfully scaled the business from 65 to ~350+ staff across 2 years; Involved in end-to-end planning from sourcing to designing business impact processes, metrics and identifying automation possibilities that drive efficiency

Built key strategic programs spanning across cross functional teams; establishing modular processes which are scalable and adaptive to change in business needs

Key deliverables of cost reduction and capacity optimization achieved by focus on improving productivity, up-skill plan, lateral and vertical career movement plan, customized learning & development training plan,

Independently managing end to end operations, define structure based on vision and business needs; design, develop and maintain scales, automated and user-friendly reports, and dashboard

Leading Operations Managers, Quality Manager, Training Managers, SME, Business Analyst, automation experts and Operations team

Participate and contribute to strategic and tactical planning discussions; Conduct structured business reviews with senior business leaders reviewing progress against goals and budget

Work closely with internal product and engineering teams to help design scalable and customer friendly solutions with the help of operational expertise

Identify functional requirements to pre-empt defects, benchmarks, define roadmap and created a culture of accountability and transparency and collaboration are a norm

· Credited with spearheading one of the complex and fragmented LOB leading Life & General Insurance business of ~200 FTE; key focus being career progression of front-line managers by empowering & increased business acumen skills

· Singlehandedly worked on building Operational framework, reduce cost, increase revenue and add further value to client by having a partnering with clients

· Successfully migrated 7 processes from Dublin in 3 months June – Sep’09: Proven track record of improving business performance leveraging solutions & technology across multiple revenue critical domains in UK and Irish geographies.

· Integral point between client partner and WNS and development of my portfolio and involved in managing and reviewing P/L evaluating the reasons for higher cost & impact on gross margin.

· Collaborative skills enabling to ensure seamless working relationship & build strong framework between Training, Quality & Operations

· Singlehandedly managed multiple Business Continuity situations with effective planning to ensure minimal impact to people & business; Focus on tight governance practices ensuing tight operational controls & framework to mitigate business risk

· Successfully migrated 1 pilot process from Norwich in 4 weeks. Skilled in performing high level MIS and Client Reporting. Reviewed employee/process performance & facilitate Performance Appraisals.

· Led and managed a team of 30 advisors. Presented business review meetings with functional heads, program heads and support functions. Updated Clients on Business and overall performance with accurate and timely data reporting. Conduct Macro Management which included (leave management, coordination with Technology, Admin, HR, and Transport) ensuring optimal resource utilization with Process Improvement.

· Successfully migrated 3 processes from Dublin on Credit, Collections & Legal business within timelines. Managed the team which was a blend of voice & data processing which consisted of 15 customer service advisors.

· Managed the Legal portfolio of the team & ensured excessively overdue accounts move from Collection’s cycle to the Legal cycle and negotiating for payments and lowering delinquency

· Shadow Team Leader handling a team of 8 thrice for the GCF-UK (PLCC) customer service team

· Handled Escalation Calls and resolved queries maintained the Marginal Performance Evaluation sheet