RESULTS FROM EARLIER ROLES

Results from operations I have led.

These results come from my previous leadership roles, not REM client projects. They show the challenges I have worked on and what those teams achieved. Your results will depend on your own operation.

Talk to Roger

What changed and what the results were

Presentations do not improve service levels or sales. That takes a clear understanding of the problem and changes that work in day-to-day operations.

The six examples cover workforce planning, sales, service recovery, partner management, call transfers and automation.

What these results show

They demonstrate relevant experience. They are not guarantees of what REM can achieve elsewhere.

Any new assignment starts with your circumstances, your data and the decisions you need to make.

ANOTHER PART OF THE EXPERIENCE

When customer insight led to a new offering.

In a previous role, customer conversations revealed a recurring need. It became a new offering launched in Norway, Sweden and Denmark. It shows how customer service can contribute to business development as well as efficiency. This was not a REM client project.

Results from earlier leadership roles

CASE 01

Approximately 20% lower staffing

Same contact volume in an operation of approximately 450 employees.

When contact volumes did not explain the staffing requirement

Situation: The existing WFM reporting did not adequately explain demand patterns or future staffing needs.

Work: Roger and the WFM team examined actual contact volumes alongside forecasts, handling times, staffing levels, service performance and historical trends.

Outcome: The operation handled the same contact volume with approximately 20% fewer staff.

CASE 02

Approximately 30% higher sales performance

Customer conversations and performance management became more closely linked to sales outcomes.

When high activity was not producing enough sales

Situation: The business needed a clearer way to manage quality, efficiency, sales and staffing together.

Work: The team brought together call, sales, staffing and quality data, then focused management attention on fewer, more relevant measures.

Outcome: Sales performance increased by approximately 30%.

CASE 03

Queue time below 120 seconds

The operation exited critical status after five months and reached stable performance after seven.

When a struggling operation needed more than quick fixes

Situation: The operation had been rated critical, cases were piling up and the client's confidence in delivery was low.

Work: The team clarified day-to-day responsibilities, improved communication with the client and introduced more consistent follow-up.

Outcome: Queue times fell below 120 seconds. The operation exited critical status after five months and reached stable performance after seven.

CASE 04

Faster resolution of recurring delivery problems

The focus shifted from repeated escalations to clearer, shared operational oversight.

When managing a partner meant constant escalations

Situation: An outsourcing partner was responsible for part of the service, but teams spent too much time chasing recurring problems.

Work: We introduced shared performance measures, regular reviews and clear escalation paths.

Outcome: Problems were identified earlier and handled more directly with the partner.

CASE 05

50% fewer call transfers

Average handling time remained unchanged.

When call-handling procedures caused unnecessary transfers

Situation: Too many customer calls were transferred between teams. Some procedures even directed agents to transfer a call before trying to resolve it.

Work: Agents received coaching where procedures were not followed, while rules that caused unnecessary transfers were revised. Retention and specialist cases continued to go to the appropriate teams.

Outcome: Call transfers fell by 50% with no increase in average handling time.

CASE 06

Matching customer needs to the right channel

Experience in contact reduction, chatbots, voicebots and channel strategy.

When too many simple enquiries reached frontline agents

Situation: Some enquiries could be resolved through self-service, while others needed a human conversation.

Work: The team identified contact types suitable for automation and gave customers the option to continue in digital channels or resolve suitable enquiries through a voicebot.

Outcome: The team gained practical experience in matching customer enquiries to suitable channels, while keeping human support where it added value.

These results come from my earlier leadership roles, not REM client work. Every business has different conditions.

Read professional recommendations

Facing a similar challenge?

Tell me what is happening. We can discuss whether my experience is relevant.

Book a first conversation Email REM