SAMMY MWOLOLO NDAMBUKI

• Position Summary
• Ownership, design, and embedment of customer experience strategy and related policies across bank
• Standardization and implementation of culture of distinctive service excellence across all departments and customer touchpoints
• Tracking and driving continuous improvement in customer satisfaction and loyalty indicators across different customer segments, channels and products
• Voice of customer representative in the organization
• Ownership for ensuring customer feedback is collected, collated and synthesized into actionable insights to drive process, product and service changes for continuous improvement of service offering
• Ownership, development and presentation of monthly CX insights reports to board-mandated Operational Efficiency Committee as well as periodic status reports to Executive and Board of Management
• Functional leadership and PL accountability for CX and Contact Centre department
• Direct responsibility for performance and development of 100+ staff supporting 9 million external customers across multiple engagement channels: inbound and outbound phone, email, webchat, WhatsApp and Social (Facebook, Twitter, Instagram, YouTube)

Achievements

• Applied structured root-cause methodology to establish and isolate customer pain-points gleaned from analysis of complaints and survey data
• Through agile sandbox and design-thinking approach, customer journey for mobile banking PIN reset was reengineered to customer self- serve via USSD leading to 95% drop in inbound requests hitherto channeling to contact center and increased positive customer sentiment on service
• Employed robust monitoring of customer complaints SLA performance, stakeholder engagements and continuous end- user training
• Consistently delivered above-average TAT with resolution rates of 85% within 72 hours and 97% within regulatory 7-day threshold, achieved in May 2022
• Championed sustained improvements in branch customer wait time through focussed performance tracking, structured, QMS data analysis and predictive forecasting, stakeholder engagements and problem-solving strategies. Branch queue wait time has progressively improved to 9.1 minutes in Q1/22 (Feb) from 18 minutes in Q4/19
• Strongly leveraged on VOC to drive process changes. Employed detailed analysis of survey feedback and insights to engage product owners to drive changes in relationship model and visits for agents and merchants in Q3/20. Follow-up survey in Q1/21 highlighted a 15% improvement in frequency of RM visits and reduced merchant dormancy by 50%
• Collaborated with data analytics team to develop a customer churn tracking model for retail customers. This model has helped to provide visibility to branch teams on customers at risk of churn with proactive customer engagement actions resulting in average 99% customer retention rate
• As designated chair of Kenya Banking Sector Charter working group, oversaw delivery and on-time implementation of all approved workstreams through deployment of project rigour and close cross-functional collaboration with action owners
• Direct responsibility for ongoing tracking and regulatory reporting on project progress milestones. all reports delivered within deadline
• Designed the complaints process guidelines in fulfilment of Kenya Banking Sector Charter (KBSC) deliverables. These clear guidelines have been published at all customer-facing touchpoints within bank. Increased clarity led to 10% increase in logged customer complaints
• Strategic and operational ownership of CX business projects to enhance efficiency, convenience, and customer experience
• WhatsApp Business Solution delivered in Q2/20 which improved customer response rate by 60% within 2 months of implementation and shifted the target customer traffic to the channel. Positive customer sentiment up by 50% on the improved response efficiencies
• Enhanced Contact Center operating system delivered in Q3 2021, and Queue Management System delivered on-time, across 154 branch network in Q4/20
• Strategic projects slated for Q1 2023 include a digital feedback & survey tool and a chatbot to enhance customer engagement TAT and CSAT
• Leadership for ongoing end-to-end review to future-proof the contact center across all the critical aspects of people development & productivity, technology & automation, and space & facilities

• Collaborated in review and development of new processes for contact center and switchboard to enhance quality and reporting. Call-wait times and abandonment rates consequently improved 92% and 68% against target respectively in Q3/4 2019 compared to prior quarter
• Steered restructuring and expansion of CX relationship partner model across bank including staff recruitment, training and coaching as well as continuous stakeholder engagement. New structure embedded and primary milestones achieved within 3 months
• Positive feedback received from supported units and improved utilization of CRM for case management by 50%
• Redesigned complaints handling process within CX department to drive ownership and better tracking of open complaints stock. This entailed deep dive review of existing process and identification of bottlenecks that were lengthening complaints resolution cycle across different touchpoints
• Developed and cascaded new work-streams and ways of working that led to reduction of open complaints stock by 406% within three months of joining role
• Analyzed handle and wait time for account opening customers at branch and developed actionable insights that influenced stakeholders to amend process by shifting administrative processes from branch to back office. Wait times for this process subsequently reduced from average of 60 minutes to 12 minutes.

• Voice of Customer champion at ExCo level
• Designed and mapped customer service metrics across all functions in the organization
• Championed adoption of customer journey mapping as a strategic and tactical approach to aligning internal process to customer needs
• Wrote draft digital strategy paper and participated in digital self-service portal work-stream which included collecting, collating and incorporating customer insights into user journey and process design
• Designed and steered adoption of complaints management policy
• Successfully cascaded and oversaw training of end-users, which led to increased efficiencies in complaints resolution TATs
• Restructured functions and mandate of client experience department, creating new fit for purpose roles and role specific KPIs that led to significant improvements in service delivery
• Undertook training needs assessment for the contact center on a regular basis and applied intervention measures such as job shadowing and training
• 8% increase in CSAT score for the contact center realized within 2 months of the initial training.

• Co-steered working committee that successfully developed and rolled out refreshed Prestige banking proposition in Barclays Kenya in 2013. The launch won six awards within Barclays Africa group
• Specific responsibility for cross-functional member coordination, action plan traction and constituting/steering regular milestone review meetings
• Also engaged in setting up service processes and procedures, talent identification and training and post roll-out KPI monitoring and service improvement
• Successfully organized customer loyalty and retention events for Affluent proposition through event objective rationalization, cost benefit analysis, stakeholder buy-in and ROI tracking & reporting. Aggregated ROI performance of 95% against target
• Championed continuous quality improvement through regular and ongoing coaching and training of customer service champions and general staff
• Drove improvements in NPS score for the segment from 12 (H1/15) to 25 (H2/15) through survey results interpretation, end-user cascade, action planning & tracking and stakeholder management
• Delivered on portfolio management targets through robust customer profiling, need analysis aligned to life stage and determination/cross-sell of appropriate, customer-relevant solutions with corresponding direct uplift of 15% on retention
• Developed complete end-to-end customer on-boarding process map, customer call scripts and work schedule for Prestige segment to embed diarized contact program
• Achieved 100% success rate in customer on-boarding and demonstrable business value from cross-sell activities that were embedded in process map.

Responsibility for embedding the CX strategic agenda and tactical plans across 29 branches in the region

• Analysis of complaints trends for management reports
• Management of all complaints sent to executive and directors
• Centralized logging and tracking of SLA performance for complaints across the bank