Sandeep Agarwal

• Led a successful transition of 10 Business Area from Onshore (UK) to India
• Leading those transitioned Business Areas - providing consulting services to Leadership & Onshore counterparts along with BAU WFM activities
• Standardized Forecasting practices and built a Forecasting model which has more than one Forecasting Algorithms like - XG Boost (Machine learning model), Holt’s Winter, Holt’s, Linear Regression, Time Series (Seasonality model)
• Implementation of EUDA process (End User Developed Application) to ensure Business Continuity and fall back in case an automation fails
• Competency Development Leader (conducted 3 upskilling sessions - 2 for Python and 1 for Forecasting)

• Headed team of 3 Managers and 10 Assistant Managers – managing business in 7 sites across Pan India
• Long term and Short term Planning for 22 lobs with 43 queues of India’s 2nd largest Credit card business organization of 3.6 billion $ Net worth, handling all WFM verticals like – Capacity Planning, Forecasting, along with Budget Planning, Costing, Headcount saving Projects
• Planning, Transition & Onboarding lead for new partners which includes – SOW, MSA’s and R & P grid closures
• Outbound Dialer Strategy planning for Sales, Services, & Retention to optimize Connect & Connect rate to achieve maximum Revenue, this includes regular monitoring and strategy changes with regards to Data penetration, Coverage and Amount
• Ensuring Service thresholds are met like – Service level, Adherence, Schedule efficiency, Outbound Connect/Contact & Idle %, Wrap time

Pre Covid - Managing 10 vendors in different locations with HC of over 2800 Ftes in 10 lobs and a Span of 35 WFM professionals (upto Manager level)

• Post Covid – 4 vendors with 900+ HC
• Planning for 17 lobs with 156 queues of India’s largest OTA (Online travel agency) of 3.32 billion $ Net worth organization handling all WFM verticals like – Capacity Planning, Forecasting, along with verticals like – Budget Planning, Costing, facilitating SOX Audit conducted by a third party.
• Fortnightly review with Senior management to update them about variance in Actual cost vs Planned (if any), Cost per booking, Cost per Fte (Actuals vs planned)
• To raise alert in system & revise the planning if any metrics is not within threshold, Weekly analysis to internal stakeholders to give a view of their lob's performance and suggesting the workaround for miss in any metric like Abn
• Ensuring Fte readiness at centres for 90 days rolling as per trending assumptions
• Implemented different performance matrices across sites such as – Schedule efficiency, Adherence , Fte delivery

Achivements

• Effectively planned and execution of Work from Home model at all Call centres post Covid Lockdown ensuring business continuity across LOBs even after running operations with 12% Fte against Feb - which included call routing management, Cross utilization, merger of lobs, Hygiene drive, Increasing Occupancy from 75% to 90%, ID deletion at mass level ensuring 100% SOX compliance
• Ramping down In AMJ and again ramping up in OND’20 and JFM’21 increasing HC from 12% to 30% ensuring HC pipeline is as per plan, coordinating and liaising with training, CC heads, CC HR
• Cost Saving of approx. 20 Cr. in FY 18-19 by consistently revising planning and HC reduction because of drop in call/email ratio along with the help of cross utilization of Voice resources in email and by movement of resources from one lob to another in lieu of less vol & occupancy. With this Occupancy at centres also increased from 55% to 70% during this period
• Introduced seasonality based Budget planning which was earlier planned flat across most of the months (only peak travel seasons were inflated like – Dec & May). This led to improved service delivery i.e. SL increased from 63% to 74% and abn% dropped by 3% (comparison against last yr. same month with approx. same actual vol against forecast)
• Introduced variable AHT concept for planning i.e. Inflating AHT due to attrition/OJT on floor during ramp to cater high volume basis season (earlier it was considered flat irrespective of tenure vs OJT ratio)
• Ensuring Sop’s,version controls and Standardized methodology and calculations at Centres
• Successful implementation of Adherence model at centres which led to a jump of 26% from May – Nov’17 (80% from 54%), ensuring effective service delivery

• Handling Resource Planning for a US based Medicare business with over 250 FTEs

• Responsible for end to end activities related to Planning for accounts in Asia Pacific Region, like – Forecasting and Capacity Planning for a business year and reviewing & revising it on quarterly basis (controlling).
• Headed the Business transition from AU/NZ to Manila and successfully transited almost 80% of the Domestic business.
• Successfully handled the Project of setting up multiple centralized MSC centers for Overall APAC Region business, which includes AU/NZ, SEAH countries (South-East Asia + Hong Kong) in Manila, which saved quite a handful of FTEs by increasing the Occupancy of these centers
• Cost saving of NORAM Business accounts by migrating the Aftrhrs and Non-Peak volume to Manila, as labor cost in Manila is cheap in comparison to North America
• Presentation of some very meaningful What- If analysis to the Leaders and recommending them best practices to improve efficiency, ensuring business deliverables are met.
• Ensuring high Quality checks in all the Reports/Dashboards like – error and validation check, font type, color, size, border, Company logo etc. 5 Kaizens (Japanese term – Change for good) submitted and got them approved for automation which saved a total time of 929 min in a month