The document lists several challenges that were addressed and initiatives that were implemented including stopping upselling, establishing a quality control team, enforcing support tickets, creating organizational structures, identifying talent, delegating responsibilities, developing KPIs, creating autonomous customer service units, implementing various tools like WalkMe and Izenda, conducting HIPAA awareness sessions, creating a client retention unit, using Power BI for reporting, conducting in-house marketing, and creating CRs for CureX. It also shows the results of a survey on recognition, feedback, suggestions, happiness, satisfaction, wellness, ambassadorship, relationships with managers, relationships with colleagues, and company alignment for the Operations team at CureMD.
10. Stopped upselling
Promoted service mentality
Restricted access to information i.e. CRM cleanup
Established QC team
Bottom of the barrel cleaning
Enforcement of support tickets (faced extreme resistance
internally and externally)
Created organograms i.e. department structure, job
descriptions, SWOT analysis
11. Talent identification, created separate pathways, divided the team under two heads …
o Operations
o Product/Technical
Delegation and Empowerment
Right man for the Right job!!!
Created autonomous units in CS
KPIs developed
NCs and Appreciations
Knowledgebase
PIPS
CRM sync with TFS
Act as a first line of Analysis/QA
IZENDA
WalkMe
Teamwork
Intercomm
Incubation Center
HIPAA awareness sessions
Client Retention Unit
API with Easy-Insight for Teamwork
Reporting using Microsoft Power BI
In house Marketing
CRs for CureX
