Lead Customer Experience department to focus on all customer touch points which would help business to improve. This is done by audits and process re-engineering or cutinuous improvement in the process

1. SURJIT SINGH SAGGU
Email: surjittsaggu@gmail.com, motivation.smart@gmail.com
Objective
As a Certified Lean Six Sigma Black Belt, I aspire to effectively utilize my experience, skills and
qualifications to achieve positive outcomes and want to successfully contribute to organisation’s
objectives, in terms of growth, performance and profitability.
Executive Synopsis
• Certified Lean Six Sigma Black Belt (Business Excellence Institute) and Certified Six Sigma
Orientation Program towards Process Excellence with 10 years of work experience in
Process Development and Improvement using Lean Six Sigma methodologies in
Operations & Process Management in Finance (Times of Money), Healthcare (Intelenet),
Retail & Ecom Industry (Shaadi.com) and BPO (Zenta) industry.
• Currently associated with People Group – Shaadi.com as Manager – Customer
Experience & Process Excellence.
• Self-starter with the ability to analyze business operations and recommend strategies to
improve performance and maintain professionalism at all times.
• Overseeing process improvement initiatives through system changes, process re
alignment / redefining & efficiency management.
• Conducting random sampling check to measure and assure quality.
• Capacity Planning & Target setting
• Effective communicator with exceptional presentation skills & abilities in establishing &
cultivating relationships with clients.
• Handle MIS
• Focused and hardworking, self motivated and team oriented, effective team player with
excellent inter-personal skills.
• Knowledge of Lean, Kaizen, TPM, TQM, Just In Time.
Career Highlights
Currently with People Group – Shaadi.com since Jul’10 till date
Manager – Customer Experience & Process Excellence PAN India (Shaadi.com)
 Set-up new department which caters all the BU’s and assist Management to improve business
o Sales: Sales objective to generate business keeping Customers in mind, retention,
productivity improvement, curbing compliance issue, increasing revenue by prioritizing
the leads and effective follow-up process set.
 False tagging of the calls have dropped down 65%
 Compliance issues w.r.t. miscommunication has dropped 45%
o Service: Focusing on every aspect of the communication from Onboarding till the
membership tenure that would impact increase in Success Story. Enhanced system
and reduce manpower utilization on manual task and focus more on customers need.
 There was 28% increase in the scores of Onboarding where Relationship
Manager (RM) failed to capture relevant partner preference
 50% improvement was noticed in call v/s documentation
 16% improvement in the Quality of matchmails sent
 This impact was in a period From Jun’13 to Sep’13

2. o Product: Ensure that we don’t allow fraudsters to bypass the rule and genuine profiles
don’t get deactivated due to system rules or by CRM. Ensure that System rules made
are more fool proof.
o CRM: Focusing on effective first call resolution (FCR) provided to the customer keeping
customer delight in mind while on Chat / Email / Inbound
o Mystry shopping: Measuring Customer Experience in Shaadi centre’s
o As an Ombudsman person resolve disputes within sales department and ensure there
is system improvement if need required.
Manager – Business Operations for PAN India (Shaadi.com)
Working with the CEO directly on major projects
 2 BB Projects successfully completed
o Conversion of CAT A leads
 From Sep’12 to Feb’13 the conversion improved by 27%
 There was 250% improvement in PTP tagging. The count of PTP in dashboard
reduced from 300 to 72
 Though there was 23% drop in leads the revenue increased by 9%
 Pick-up efficiency was improved from 36.3% to 46.7% by sharing alternate
mode of payment to the member and effective follow-up
o Implementing Call Recording system across PAN India in all HUB’s. Had to understand
the need, its impact and post implementation effect that was analysed using Six Sigma
Tools.
 Efficiency of the advisor was improved from 2hrs to 3.25hrs
 Productivity (no. of RPC calls) enhanced by 35%
 High impact on Compliance issue
 Best source for Training advisors
 100% disputes could be resolved using call recording
Asst. Manager – Business Support Sales for PAN India (Shaadi.com)
 Assisted the VP sales for Shaadi.com and oversee the Sales performance and compliance at
PAN India level.
 Responsible for planning, developing and implementing sales program for key accounts.
 Ensure effective planning and reviewing for the Competency
 Maintain a control on costs (Expense) and budgets (Marketing) with appropriate coordination
with Accounts and Marketing team
 Training and Development as per the need
 Presenting monthly Dashboard and MIS reports – by providing business analysis of data
generated from various review forums on a need basis
Projects:
• BB Project1 – Revenue improvement in Shaadicentre by using various small lean
projects and Six Sigma tools:
o Challenges:
 Performance measurement was at task
 Focus on Conversion of various products was missing
 Under utilization of the team
 Source conversion was not measured
 Attrition
 Loop holes in P&L
 Acceptance for Change
o Changes:
 Using DMAIC we could bring the changes in the system and reports
 Historical data were reviewed
 Tenure of the advisors taken into consideration

3.  Cross checking with Finance on the cost provided by Accounts and
Admin team. Also the count of advisor on roles was checked.
 Lineage management was effectively used
 Training module was designed
 Focus of sales was increased from Low to Medium and High ticket
products
 Discount% was reduced from 47% to 23%
 Reduced the reversals (from 22lacs to 3lacs) and refund by focusing on
the pending deposit and customer satisfaction
 Linage cost was reduced by focusing on ROI and content of linage ads
 RM/TM/CM/Advisors were trained to use the system
o Result:
 By the end of the year the revenue increased from 55 lacs to 85 lacs
• GB Project2 – Compliance issues in Shaadicentre
o Challenges:
 Advisors failed to do effective no. of calls
 Calls were not answered
 Calls were not getting trapped
 Inactive leads were still in the system
 Calls were not disposed correctly
 Compliance issue in change in gender and email id
 Bad mouthing
o Changes:
 Call trapping by mystery audit
 Hygiene management of the call disposition
 Productivity of the advisor was measured
 Process was set to delete the deactivate profiles
 Periodic check on the count of change request
 Blind calling to customers
o Result:
 Leakage due to lead not trapped could be reduced from 78% to 46%.
 Advisor started disposing the calls effectively
 Productivity shoot up by almost 30%
 Request for changes were minimized 65 cases to 5 cases in a month
Since Oct’09 to July’10 with Intelent Global Services
Team Leader
 Handle a team of 21 associates (7 Data processing and 16 voice processing).
 Analyzing Data and prioritizing the work
 Focusing on reduce cost by minimum usage of voice.
 Analysis on disposition and Productivity.
 Controlling attrition and absenteeism.
 Monitoring Quality, coaching and feedback.
 Allocation of work list as per the priority and skill set.
 Maintaining healthy work environment.
 Monthly performance appraisals.
 Recruitment.
Projects:
• Using Six Sigma (DMAIC) approach reduced the calling cost by completing the task by
usage of more Data processing advisors and equal distribution of work load.
o Tools used were:
 Brainstorming
 Pareto Analysis
• Calling was done only on the availability of advisors of Insurance Company, thus
efficiency of advisors was increased.

4. Accolades & Laurels Intelenet Global Services:
 Best Performer Award twice for the Quarter (Jan’10 to Mar’10 & Apr’10 to Jun’10) across
Mumbai, Delhi and Chennai.
 My team (Aetna-Humana) was recognized as the Best team for Quality, Efficiency and
Productivity
Since Dec’07 to Jan’09 with TimesofMoney
Sr. Manager
 Handled a Channel for Remit to India (US, UK, Singapore, Europe and Australia HNI
customers) & cross-selling through Inbound calling, Out-bound calling, chats & mails with the
team size of 70 associates and 5 Team leader.
 Started acquiring business partners in different geographies to get more business. This was
done for the 1st
time by any of the service providers. Made Client specific sales presentations
to prospective clients
 Strategy planning for dialing
 Lead management
 Effective utilization of leads
 Used Six Sigma methodologies for Reengineering the process by creating scalable,
sustainable & profitable solutions.
 Setting and meeting performance targets for efficiency, sales and quality.
 Planning and developing staff recruitment and liaising with HR staff.
 Reviewing the performance of staff, identifying staff training needs and planning training
sessions.
 Handling the most complex customer complaints or enquiries.
 Forecasting and analysing data against budget figures on regular basis. Preparing projected
Long term P&L.
 Performance appraisals.
Projects:
• Six Sigma (DMAIC) helped to work on the effective utilization of leads, fixed the
technical issues which helped to reach more customers in US, UK, Europe, Australia,
Singapore and UAE. As the 80% of the RPC’s were contactable compared to 30%,
there was 23% increase in profitability.
o Tools used:
 Brainstorming
 Design of Experiment
Accolades & Laurels in TimesofMoney:
 Best Manager for Streamlining US and UK process
Since Nov’02 to Nov’07 with Zenta Ltd
Project Leader
 Was handling team of 8 Team leaders and 200 advisors, with 4 campaigns of US outbound
credit card sales.
 Improved the CSAT score from 75% to 87% due to Six Sigma methodologies.
o Tools used were:
 Brainstorming
 Pareto Analysis
 FMEA
 Improved productivity by effective usage of monitoring tools and documentation.
 Implementing right procedures of coaching and monitoring the agents, increased the category
of the agents from C to B and from B to A.
 Handled 15 various processes successfully and transitioned 4 processes.
 Attained success in delivering results and achieving objectives.
Accolades & Laurels in Zenta Ltd:
 Best Project of the Year award for Chase Acquisition in 2006

5.  Quality Monarch of the month with Sigma 2.78
Education
 PGDBA (Marketing) from Symbiosis Center of Distance Learning, Pune in 2007 –
62%
 B.E. (Production) from Lokmanya Tilak College of Engineering, Mumbai University in 2000 –
59%
 Diploma in Machine Tools & Maintenance from Fr. Agnel Polytechnic, Vashi, Navi Mumbai in
July 1997 - (BTE–73.89%; 7th
in MTM)
 SSC – March 1993 - 78.57%
Additional Training
 Lean Six Sigma Black Belt by Business Excellence Institute
 MDP (Management Development Program) in 2005 by NIS Sparta
 Six Sigma Orientation Program towards Process Excellence
Personal Details
Date of Birth : 12th
September 1977
Contact Details : S.K. Kapadia Chawl, Room No. 8, Parsiwadi, Ghatkopar (W),
Mumbai-400 086
Tel. (Res.) +91-22-25134146, Mobile: +91-9820117123
Languages Known : English, Hindi, Punjabi, Marathi and Gujarati
References : To be furnished upon request

6.  Quality Monarch of the month with Sigma 2.78
Education
 PGDBA (Marketing) from Symbiosis Center of Distance Learning, Pune in 2007 –
62%
 B.E. (Production) from Lokmanya Tilak College of Engineering, Mumbai University in 2000 –
59%
 Diploma in Machine Tools & Maintenance from Fr. Agnel Polytechnic, Vashi, Navi Mumbai in
July 1997 - (BTE–73.89%; 7th
in MTM)
 SSC – March 1993 - 78.57%
Additional Training
 Lean Six Sigma Black Belt by Business Excellence Institute
 MDP (Management Development Program) in 2005 by NIS Sparta
 Six Sigma Orientation Program towards Process Excellence
Personal Details
Date of Birth : 12th
September 1977
Contact Details : S.K. Kapadia Chawl, Room No. 8, Parsiwadi, Ghatkopar (W),
Mumbai-400 086
Tel. (Res.) +91-22-25134146, Mobile: +91-9820117123
Languages Known : English, Hindi, Punjabi, Marathi and Gujarati
References : To be furnished upon request