Aabhas Dole

• Responsible for the SME channel growth at REACH.
• End to end cost centre management - SME - Budgeting to implementation
• Vertical industry strategic growth planning
• Formulating and executing strategic initiatives to improve product offerings.
• Developing key operational initiatives to drive and maintain substantial business growth.
• Identifying new revenue generation opportunities to maximize bottom-line profitability.
• Collaboration with legal, accounting and other stakeholders to review and maintain compliance with regulations.

- Setting up a new channel to support our Australian counterpart.

- End to End channel setup (P&L & Operational responsibilities)

- Heading a team of account managers, research analysts & business development managers who are responsible for retention and growth of Leading Edge Australia's buying power.

- Also looking after a partnership with Goodman Fielder - for a channel that is responsible for marketing research & sales for our partner.

- Stakeholder management with existing LE partners - Yellow NZ, Go See NZ.

- Impacting the commercial model setting.
- Managing recruitment for the hub.
- Overseeing management of the Auckland - Small Medium Enterprise - Spark Base. (~35 Million Annual portfolio)

- Leading the biggest Spark Business Hub in New Zealand.
- Responsible for the Auckland Business Hub Cost Center. (P&L)
- Working with IT partners, vendors, solution specialists to ensure the hub is resourced with profit generating tools.
- Other management admin responsibilities - payroll, time-sheets, performance management, pay reviews.
- Implement established business strategy.
- Ensure compliance with state and legal policies and procedures.

- Local area marketing.

* Responsible for each aspect of the hub's P&L.

- Managing teams of 12-29 FTE.
- Co-coordinating with Marketing, Real-Time and Reporting teams to get an in-depth idea of the forecasting.
- Building sales strategies within teams to match ever-changing campaign structures.
- Staff resourcing to match forecasting.
- SLA target management.
- Sales target management.
- Coaching, Mentoring & Training staff.
- Having regular 1:1's, performance plan setting, disciplinary process implementation.
- Recruiting agents that are filtered by professional recruitment agencies.
- Resolving complex complaints while abiding organizational contractual obligations and considering regulatory risks.

- Reporting to the Contact Centre Manager.
- Managed 6 different teams of approximately 15 team members each during this tenure and currently managing a sales team.
- Teams included one service delivery team, one support team and 4 sales teams.
- Opportunity to manage more than 50 individuals and 3 different skill-sets together.

- Coaching, training new and existing staff members.
- Leading a team of 13-15 Service Delivery Coordinators and assisting my direct reporting Service Delivery Manager.
- Implementing Provisioning and Faulting processes to help team achieve SLA targets.
- Working with about 5 different wholesalers to understand Fibre roll out procedures.
- Training team members to help them understand wholesale portals and complaint resolution procedures.
- Managing Telecommunications Industry Ombudsman Complaints.
- Conferencing with NBN Co's operational management teams on a fortnightly basis to understand roll-out plans and progress.

- Working in a team of 12-15 Service Delivery representatives.
- Assisting internal staff with faulting and provisioning processes related to Fibre Broadband services and add-on VoIP, internet TV, Fibre Phone (UNIV) products.
- Understanding Fibre roll out (Nodes, Multiports, Network Termination Devices, Lead-ins, Conduits) with designs and infrastructures of the wholesalers.

Entry level technical support role after I finished my education in Auckland, New Zealand.

Key responsibilities were to assist customers with Broadband/PSTN products, reporting faults and provisioning errors to the appropriate departments.