Tanuja Bhagat

• Architected a global CX transformation roadmap, unifying customer and internal VOC into a 360° intelligence platform, enabling proactive interventions and risk de-escalation.
• Reframed CX metrics for B2B ecosystems, embedding customer effort, retention, and sponsorship indices to align business outcomes with account growth.
• Orchestrated executive alignment models across hyperscalers, ISPs, and financial institutions, strengthening multi-threaded relationships and de-risking revenue.
• Drove CX culture embedding across international teams through governance frameworks, capability building, and leadership coaching.

• Transformed CX by enhancing renewals, retention, and loyalty via process innovation, VOC framework, proactive monitoring, and lifecycle redesign.
• Boosted renewals and wallet share by converting detractors, streamlining onboarding, and embedding executive sponsorship.
• Elevated CX and retention through process improvements, faster response, and an Early Warning System.
• Led CX innovation and global expansion, driving automation, real-time engagement, and supporting B2B2C/FTTH rollouts.

• Scaled service footprint (+200%) and increased service volume by 72% through proactive engagement and reliable delivery.
• Launched 20+ clinical initiatives, drove patient satisfaction, strengthened accountability via the ‘Owning the Residents’ framework, reskilled staff across 32 clinics, and secured 100% contract renewals through service excellence.

• Redefined patient experience across 72 hospitals, embedding a service-first culture and seamless, safe journeys.
• Aligned CX and operations with regional CEOs, integrating processes, technology, and benchmarks for consistent excellence.
• Enhanced engagement and efficiency through digital tools, automation, and frontline programs, improving satisfaction and NPS.
• Transformed ER and care delivery, cutting TATs by up to 75%, achieving 99% cost savings, and driving a 40% NPS increase.

• Led process optimization across admissions, billing, and patient care, leveraging multi-skilled teams and technology to boost revenue, reduce turnaround times and strengthened patient-centric service
• Established service excellence standards and a Voice of Customer (VOC) framework, driving higher patient satisfaction, loyalty, and retention.
• Empowered frontline teams with decision-making authority and implemented a three-tier employee development program to enhance service and leadership capabilities.

• Core team contributor, instrumental in shaping IndiGo’s brand, operational culture, and service ethos.
• Led automation and process optimization initiatives, including crew performance portals and automated reporting systems, achieving significant cost savings, reducing manual effort, and strengthening operational oversight.
• Optimized cabin crew deployment and scheduling, reducing overtime and training costs; implemented performance-based promotions, flexible staffing, cross-qualification programs, and data-driven absenteeism monitoring to boost availability and retention.
• Developed ancillary revenue strategies, including onboard sales and value-added services, driving incremental revenue growth while maintaining high service standards.
• Led the launch of 6E international operations & IATA certification.
• Member of the ‘On-Time Performance’ (OTP) Core Committee, contributing to initiatives that improved punctuality and operational efficiency.
• Scaled operations and ensured compliance, achieving 85%+ adherence to inflight standards through a robust service quality framework.
• Enhanced customer experience with role- and tenure-based Customer Sensitivity Programs and a Priority Service Help Desk for proactive issue resolution.
• Built high-performing teams via structured hiring, promotions, mentor-mentee initiatives, and engagement programs,

Kingfisher Airlines (Dec'05 – Mar'07) | IndiGo Airlines (Apr'07 – Mar'09): Coordinated daily flight operations ensuring on-time departures/arrivals, 100% safety compliance, and seamless communication between cockpit, cabin, and ground teams. Managed irregular operations, resolved conflicts, and led crew welfare initiatives to enhance performance, morale, and passenger service excellence

• 11 years an inflight crew team member which included supervisory roles.