Mohamed Aboulfadl

• Centralized Customer Experience Operations by deploying a
  unified CCaaS platform, achieving a 95% SLA within 20
  seconds and reducing abandoned calls by 97% (67% → 2%)
  in a 24/7 emergency utilities environment.
• Drove Digital Transformation by integrating ERP systems,
  introducing AI-driven chatbots & self-service kiosks,
  improving first-contact resolution and reducing customer visit times to 121 sec.
• Enhanced CX Measurement by designing a unified CSAT &
  NPS framework across all touchpoints, achieving 95% CSAT
  and 100% frontline satisfaction.
• Optimized Customer Journeys by streamlining refund
  processes (90 days → 30 days) and eliminating two redundant
  steps in the new connection process, reducing customer
  effort by 60%.
• Elevated Team Performance by developing a Risk & Reward
  Framework aligned with SMART goals and the SCARF model,
  driving employee engagement and productivity.
• Delivered Strategic Business Impact by aligning CX strategy
  with marketing, leveraging customer segmentation, analytics,
  and 4Ps alignment to boost retention and revenue growth.

• Accelerated customer acquisition by optimizing KYC onboarding and introducing digital verification, increasing acquisition from 18% → 80% within one year.
• Launched an AI-powered omnichannel contact center from scratch, integrating Zendesk, chatbot automation, and
• self-service capabilities to improve CX efficiency and reduce manual workloads.
• Enhanced knowledge management by building a 140+ article digital knowledge base, improving service quality across F&B, utilities, e-learning, e-wallet, and government payments.
• Deployed real-time Power BI dashboards to monitor KPIs and enable data-driven decision-making for leadership.

• Boosted operational efficiency, reducing handling pressure by over 60% and increasing call absorption with existing headcount.
• Cut ~5,000 quarterly contacts by streamlining IBAN payment processes, enhancing FCR and reducing workload.
• Improved delivery success rate by 3.27% through targeted address validation pilots
• Led CX governance for PRR and external metrics, driving sustainable improvements aligned with OP2 goals.
• Launched GradBay onboarding, enabling new hires to reach tenured performance levels in 3 months.
• Raised employee engagement scores from 3.0 to 3.8 via structured team-building and development programs.
• Achieved 60% cost reduction in compensation-related calls, maintaining high customer satisfaction.

• Launched the DEWA Store line of business, integrating IVR setup, workforce planning, cost management, and marketing to enhance the customer journey.
• Redesigned QA scorecards to meet Dubai Model standards, boosting accuracy, compliance, and audit outcomes.
• Owned KPIs for Quality & Mystery Shopper, achieving a record 98% score; led the improvement committee and presented results in executive WBRs.
• Revamped and delivered soft skills & customer service training, enhancing team capability and contributing to high-quality service delivery.
• Managed workforce planning using Erlang-C forecasting to maintain SLA performance during seasonal peaks.
• Supervised 3 Team Leaders and 2 QA Analysts, driving operational efficiency and achieving both team and individual performance targets.

• Enhanced customer journey quality across all CS touchpoints. Revamped QA scorecards to meet COPC standards, reducing compliance gaps. Introduced coaching and feedback loops aligned with HR policies to drive performance consistency.
• Improved scratch card recharge flow, boosting satisfaction by 10% for related contacts.
• Increased EUC quality scores by 5% across BPO sites (Intelenet, Aegis, Convergys, Raya).
• Led QBRs with vendors, enforcing COPC-aligned standards and applying penalties for non-compliance.
• Developed disputes management processes for inbound and back-office audits, improving resolution speed and audit transparency.
• Reduced complaint volumes by revamping blurb templates
• and service recovery communication
• Maintained by closing knowledge gaps and updating SOPs

Subject Matter Expert (SME) / Floor Walker (Jan 2014 – Mar 2014)
Senior Customer Service Advisor – International Accounts (Jun 2011 – Dec 2013)
Customer Service Advisor – International Accounts (May 2009 – Jun 2011)

• Improved NPS from 83% to 87% by identifying and addressing dissatisfaction drivers, particularly around network issues.
• Transitioned CVM upgrades to Vodafone Shared Services (VSS), improving service quality and operational ownership.
• Led monthly trend analysis to identify knowledge gaps and proactively update the knowledge base, reducing errors and improving consistency.