Deputy National Lead | Credit Operations|JR001061+4

Job Reference
• JR001061+4

Job Summary
• Deputy National Lead - Credit Operations

Job Purpose

To provide & review subject matter expertise in Contact Center by means of identification of opportunities for new capabilities/ enhancements in partner ecosystem, development, and delivery of solutions in calibration with partners to drive cost optimization, productivity, and partner capability. Additionally, review mechanism needs to be followed and strategic partner landscape & related decisions to be taken basis outcome of reviews. Role requires in-depth eye for detail in identification and execution of Risk mitigation & Controllership nuances within Contact Centers identified under scope

Job Duties & Key Responsibilities
• Duties and Responsibilities - 1. PE planning and review  Identify the priorities in terms of the capabilities to be developed and build strategic roadmap for the sub unit with the stakeholders  Ensure cascade of the planned priorities to the team below and set the expectation of the team in alignment with the overall road map  Review and oversee the activities of the team member provide required guidance and course correction inputs if required in carrying out various initiatives  Post-delivery review and report the updates and progress of key initiatives to the senior stakeholders of the organization; Also provide an overview of the impact on business & efficiency to the stakeholders  Bifurcation of projects review under critical AOP & Non AOP projects : Minimal of 4 AOP projects being delivered and combination of 12 to 14 high impact projects being delivered from this unit.  Count of Contact Center locations: Providing strategy inputs to SMT for relevant count of locations to be operating at Contact Centers via customized solution respectively for LOB’s like Sales Customer Service (CS) & Back office (BO). Same to be done at AOP stage and revisited at Reforecasting stage.  Creation of ID & SOD Management Unit under Controllership Team. 2. Baselining assessment process  As the first step of Baselining assessment process understand current partner practices at BFL; Also scan for best practices prevalent in market  Undertake gap analysis on the processes technology and people capability of the partners and guide team to collate the relevant data  Review the data gathered and compare with internal &external benchmarks; Guide the team to conduct trend analysis and identify the patterns emerging  Based on analysis conducted by the team assess the gaps and prepare recommendations on solutions to be developed/ expected changes  Identify the set of common minimum practices to be included in partner ecosystem and check whether BFL’s partners have those practices; If not then drive the development of new processes/ enhancement of existing ones  Work with the partner to implement the changes oversee the implementation process and provide required  Running of Request For Proposal for the organization- End to end execution of RFP and continuous engagement with Onboarded as well as Prospect partners  As applicable creation of new CMP’s basis above and beyond to ensure every project & activity is systemically run via a Framework  Market comparison for respective Controllership measures to be made available. SMT recommendations to be provided at a Quarterly frequency. Highly critical recommendation to be submitted to Board for approval as
• Duties and Responsibilities - 3. Partner relationship management  Reviewing of projects/ initiatives for building capabilities that help in improving processes and driving efficiency through new technologies and processes  Mutually decide on prioritization of initiatives to address immediate requirements vis. building longer term capabilities. Conduct detailed planning of projects along with timelines and resources  Calibrate and collaborate with partners for implementing various new developments (such as review framework)  Running of non AOP projects framework at each partner end. Target based approach of cost saves from each partner is core KPI for this unit  Dedicated Engagement with partner SMT at a strategic level beyond operational discussion. Includes framework of in person partner SMT review’s as well as Annual partner SMT event across all partner SMT 4. Stakeholder management  Gather data analyze gaps in current processes and new processes/ capabilities to be created. Partner with the IT team to identify system changes and technology solutions to be leveraged.  Discuss blue-print of proposed solution with business stakeholders and make modifications based on discussions  Drive program management of technology development with the IT team; Track and report milestones;