Saurabh Sehgal

Dedicated Customer Service professional with a history of meeting company goals utilizing consistent and organized practices. Skilled in working under pressure and adapting to new situations and challenges to best enhance the organizational brand.

• Green Belt, Yellow Belt certified professional. Have been member of 2 successful Black Belt projects.
• 4 times winner of Best Trainer award in FY 22-23.
• 4 times winner of CXX Excellence Award in FY 22-23.
• Dream Team award in Mar 2023 for developing “Saksham” program – capability building program for Retail associates.
• Rockstar Award in Aug 2022 for outstanding contributions in enhancing New Hired Induction Program for Retail associates.
• Rockstar Of The Quarter Award in May 2020 for JFM quarter.
• Value Champion Award in March 2018.
• Excellence award in Oct 2012 – Automated autodialer counter report & rollout of communication policy in the circle.
• Excellence award in Dec 2011 – Reduction in waiver amount by 40%.
• Was selected as a Talent Pool Member in Jan 2011.
• Excellence award in Jan 2010 – Balance Deduction Calls Reduction at CC.
• “Zen guru” trophy in Dec 2009 - Award for Process Improvements.
• Excellence award for reducing VAS complaints in May 2009.
• Star of the month in the month of October 2005.
• Star performer for the month of April 2005.

Black belt project (team member) – reducing cps (Calls per Sub) & call center costs, major part of the budget is spent on call center. Reducing CPS directly meant huge reduction in call center costs. We targeted the call center CPS to 0.11 from 0.16 by end of FY 17-18. 

We developed self-help channels (app, IVR, USSD) for customers & educated customers about self-help channels to improve penetration of self-help channels with a simultaneous reduction in CPS. We analyzed last day call center QRC and formulated educational SMS scripts with the information of self-help tool from where customer can get the information without calling at the call center. 

We also developed a Unified SMS script that contained information of multiple self-help channels in one SMS script catering to most of the top 10 call types. Also, did the competition IVR benchmarking and suggested feature recommendations to corporate to incorporate new features in IVR which were available on competition IVR but not in Idea IVR. 

Unlimited Recharges was a new & unique offer which was launched by Idea. Since, it was a new concept for customers, there were frequent customer calls at call center for unlimited recharges. To manage these calls, we developed a node at IVR giving complete information about unlimited recharges, all terms & conditions were also updated on IVR. 

This channel was also aggressively promoted to complete base so that we can educate customers on Unlimited Recharges & prevent calls at call center. With all these interventions we successfully achieved, rather over-achieved the targets. 

We closed the financial year with 0.10 CPS against the target of 0.11. This resulted in massive cost saving of INR 5 Mn. OBD counter report & streamlining VAS communication process, No clear picture on how many SMS, OBD were going to customers per day, how many VAS vendors were sending the communications, what they were selling & what vendors were communicating to customers, there was no clear visibility on all these things. 

Because of all this, we had huge VAS complaints along with our DND base was also increasing at a rapid rate; we were getting around 10K DND activation requests per day. It was a clear loss of communicable base. Besides, we had large volumes at call centers also means we were spending huge costs for these calls at call center. First collated all the CLIs vendors were using to send auto dialers, fixed only 3 vendors for sending auto dialers and allocated the CLIs to vendors and maintained a record with us. 

In addition to this, we also started preparing communication base ourselves on daily basis and allocating the base to vendors. We also got an OBD counter report developed that gave us the count of calls sent. For fixing the SMS problem, we implemented the communication policy where only 2 promotional SMS would be sent per customer per day. We started preparing the communication base for SMS as well which was in compliance with communication policy of 2 SMS per customer per day. This way we were able to resolve the issue related to communication, our DND activation requests came down by almost 40%. Calls at call center also reduced and market perception about Idea also started changing.