3P SOLUTIONS

Contact centre performance for the AI era

Transformation work

Real operating problems. Real scale. Measurable business outcomes.

A selection of contact centre, BPO, CX, workforce, leadership, and business transformations across organizations ranging from multi-location service businesses to global operations.

Case 1

Telecommunications | 3,000+ FTE | 9 Sites

Unifying fragmented contact centres into one operating model

A major telecommunications program had grown through both acquisition and organic expansion. Nine contact centres and more than 3,000 employees were operating across legacy cultures, inconsistent leadership practices, disconnected sites, and uneven adoption of the client's customer-experience model.

What changed

Assessed acquired and legacy sites through leadership meetings, employee focus groups, and operating reviews

Created a consistent customer interaction, QA, coaching, and performance framework across all locations

Aligned company values, client expectations, leadership routines, coaching documentation, and employee recognition

Created centralized support and cross-site leadership routines to replace isolated site-level execution

Introduced technology-enabled performance recognition and stronger operating consistency

Outcome

20% reduction in net employee attrition within the first six months

Material improvement in client scorecard performance

Client expanded the relationship by three additional locations and approximately 1,000 FTE within 12 months

Case 2

Global BPO | 35,000 Employees | 9 Countries

Rebuilding the operating infrastructure for a 20,000+ employee virtual workforce

A global BPO faced an immediate business-continuity crisis when pandemic lockdowns prevented tens of thousands of employees from reaching physical contact centres. Work-at-home capability existed only in limited pockets and was not designed to support enterprise scale.

What changed

Coordinated Operations, Technology, HR, Legal, Facilities, Training, Reporting, Marketing, and client teams around one deployment model

Built standardized processes for employee eligibility, equipment distribution, security, client approvals, policies, connectivity, productivity, and reporting

Developed centralized Power BI visibility into workforce status, equipment, productivity, connectivity, and compliance

Expanded secure work-at-home capability through MFA, BYOD, virtual recruiting, onboarding, training, coaching, and employee communications

Helped establish the management infrastructure required to operate a large distributed workforce sustainably

Outcome

200 employees working from home within 48 hours

5,000 within four days and 9,000 within seven days

18,000+ employees migrated within three weeks with approvals from 78 clients

20,000+ employees ultimately supported in the virtual operating model

Virtual recruiting and training infrastructure supported more than 10,000 hires by the end of 2020

Case 3

Global BPO Support Services | 35,000 FTE

Aligning the functions around Operations - not just fixing Operations

Global operations depended on HR, Recruiting, Training, Workforce Management, and other support functions that had evolved independently across geographies. The result was inconsistent support, fragmented accountability, and unnecessary employee-performance friction.

What changed

Created a centralized Global Operations Support Services model

Aligned HR, Recruiting, Corporate Training, Leadership Development, and Workforce Management around operating priorities

Standardized global support processes, performance visibility, leadership expectations, and functional accountability

Connected support-function decisions more directly to frontline operations and employee outcomes

Outcome

Operating model supported approximately 35,000 employees across nine countries

10% reduction in global employee attrition

Case 4

Multi-Location Service Business | 20+ Locations

Finding the operating gaps created by growth and acquisition

A fast-growing, acquisition-heavy service business had more than 20 locations but no consistent customer-operations model. Customer queues, routing, lead management, callbacks, reporting, knowledge, QA, workforce management, coaching, training, and ownership varied across the organization.

What changed

Completed a detailed current-state CX and contact-centre gap analysis

Mapped customer journeys, operating ownership, queues, lead handling, reporting, knowledge, technology, and support functions

Designed a target centralized CX operating model and clearer accountability structure

Recommended standardized lead and routing processes plus formal WFM, QA, training, and coaching systems

Built KPI, business-review, knowledge-governance, omnichannel, and acquisition-integration recommendations

Outcome

Delivered an executive target operating model and prioritized implementation roadmap

Created a common framework for integrating customer operations across existing and future acquisitions

Case 5

Technology Services | Founder-Led Business

From owner-operated to acquisition-ready - then into post-merger strategy

A successful 30-year technology-services business was profitable but heavily dependent on its owner. It lacked a formal organization structure, clear role definitions, consistent performance management, structured client profitability analysis, and scalable management systems.

What changed

Completed a comprehensive business gap analysis and established clear mission, vision, and values

Designed the organizational structure, role descriptions, responsibilities, and initial employee performance standards

Created client-level revenue and profitability visibility and clarified services and key revenue drivers

Standardized knowledge and SOP management and implemented SOC 2 controls through a successful completed audit

Organized operating, financial, compliance, and customer information into a structured acquisition due-diligence package

After acquisition, assessed both organizations and facilitated a three-day combined leadership planning session

Created a unified strategic foundation including three-year goals, annual and quarterly priorities, KPIs, weekly leadership cadence, and combined organization structure

Outcome

Owner entered acquisition discussions with substantially stronger operating and financial visibility

Transaction completed within 12 months of the initial engagement

Owner achieved a valuation above expectations

Combined leadership team received a structured post-merger roadmap for the incoming CEO to build from

Additional proof

Different problems. Same operating discipline.

Leadership system at scale

Designed a customized leadership, management, and coaching system for a consumer-finance organization with 8,000+ frontline sales associates and 300+ sales managers. 300 leaders completed the program. Among the 267 who completed the post-program survey, 100% said it was relevant and immediately applicable to their role.

First Philippines offshoring launch

Designed the process, training, quality, escalation, productivity, and reporting model for an initial 25-person offshore team. The operation expanded to 75 FTE and then approximately 300 FTE in its first year.

Performance-measurement intervention

Identified a serious unintended-behaviour issue created by a poorly designed performance metric, traced the root cause into leadership practices, and led the corrective operating and leadership response while protecting the client relationship and business continuity.

20+ years of contact-centre technology transformation

Business-side leadership across WFM, QA and coaching platforms, speech analytics, LMS, HRIS, recruiting technology, next-best-action, gamification, workforce analytics, Power BI, virtual operations, and enterprise reporting - long before AI became the industry's dominant headline.

Your operation

The symptoms are usually visible. The root cause usually is not.

If your contact centre is underperforming, costing too much, struggling to scale, or facing an AI and technology mandate, start by finding the actual operating gaps.

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