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VIJAY SADASIVAN
202, Chhaya, Bldg. no.3, Vasant Leela CHS, Ghodbunder Road, Thane (W) - 400 604
 +91 9930171669;  vijay30ps@yahoo.com
OBJECTIVE
Seeking challenging assignments across the Industry and achievement of organizational and personal objectives
PROFILE
 A dynamic professional with 12+ years of experience in the BPO Industry with proven expertise in managing multiple business and
Customer relationships.
 Good Academic Credentials; CF1 Certified by Insurance Institute-UK preceded by B Com from Mumbai University; technically proficient
in Windows & MS Office (Word, Excel & PowerPoint).
 Fast learner with high energy and drive to exceed expectations coupled with good comprehension of various business models.
 Exemplary interpersonal skills; strong believer in motivating and developing team to maximum productivity and control costs through the
most effective use of manpower and available resources and time management; Multilingual with proficiency in English, Hindi and
Marathi.
CORE COMPETENCIES
SLA and Team Management  Escalation management  Performance Analysis  Cross-functional Coordination  Account
Management  Process Improvements  Staff Training & Development.
CERTIFICATIONS
CF1 Certification from Insurance Institute – United Kingdom
PROFESSIONAL EXPERIENCE
Maersk Global Service Center
Process Site Lead (Mumbai) - Disputes
 Responsible for the dispute process of Great Britain, Belgium, India, New Zealand, East Central Europe for Maersk
Line, Safmarine and Seago Line.
 Accountable and Responsible for the Global Detention waivers process. Manage & Govern the Global Authority Matrix
to ensure no leakage of revenue.
 Responsible for the pre audit work for IKEA Furniture and Agility Logistics.
 Accountable to manage the day-to-day operational tasks to ensure that the Daily Sales Outstanding is at its lowest.
 Give proper guidance and feedback to the managers to ensure the smooth functioning of the process.
 Ensure that the various audit requirements are fulfilled and adhered to.
 Ensure Key Clients’ accounts are managed effectively and ensure speedy resolution of the disputes.
 Actively involved in various improvement projects to attain efficiency and process excellence.
 Root cause analysis of the disputes that are raised by the customer to ensure invoice accuracy enabling correct
invoices be raised to the customers.
 Successfully Implemented the Operational Planning & Performance Review Boards for Dispute Process.

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Additional Responsibility
Business Process Performance
 Continuously develop measurement system for the processes in order to facilitate most effective and efficient BPM
(Business Process Measurement)
 Review site process performance in relation to committed SLA’s & ensure adherence to the same
 Global Workforce headcount monitoring and reporting
 Ensure all migration data are correctly maintained in master repository
Process Compliance & Control Framework
 Identify the critical business areas with maximum impact and execute control framework/plan for the same through
process audits
 Maintain and operate contingency framework for the site and the site owned processes
Projects Details
Project Revive: Improvement in the dispute turntime from 69% to 95%. (2014)
Project Details
Since last 2 years Maersk line has not been able to keep the promise made in customer charter to resolve 95% disputes in 7
days to our customers. In 2014 target was even steeper to resolve all disputes within 5 days. With a lot of focus towards
streamlining the existing processes (both upstream & downstream) cross functional teams across geographies (GSC’s,
Clusters, Regions, Sales, CE, FNA, Operations etc.) supported by Project management office & Global Steering committee,
there were 7 solutions from the root causes identified to shorten the dispute resolution turn time.
As a core member of the execution team my responsibility was to ensure that the solutions are implemented on the floor and
have strict governance around the same and ensure all efforts are directed towards achieving the customer charter goals.
Project Result: The Customer Charter result ended the year at 94.83% which was highly appreciated by the Liner
management board and the customers.
Waivers Migration: Migration of waivers process from Finance to Disputes (2015)
Project Details
The detention waiver process was part of the finance team and was responsible for executing the waivers raised to them by the
dispute team. We realized that there were multiple handoffs in the process which was delaying the execution thereby impacting
the customer experience. The project committee decided to transfer the ownership from Finance to Disputes. Along with a
couple of colleagues we were assigned the task of global migration. Based on the Gemba and the feasibility study the process
was migrated to disputes without any impact to the process and customer experience.
Project Result: We have managed to reduce the waiting period by 2 working days enabling us to resolve the disputes for the
customer much faster.

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CAPITA INDIA PVT. LTD
Team Manager, Zurich Financial Services (September 2007 – March 2010)
 Manage and optimize workflows (pipeline & individual work queues) and associated costs through appropriate resource
planning.
 Conduct weekly calls with the clients to understand expectations, provide feedback and resolve queries or escalations.
 Cascade changes in regulations and industry practices to the team.
 Measure and improve quality of the process by implementing process improvement plans and lean projects on a
periodic basis.
 Prepare periodic MI reports for the client and risk and compliance team.
 Measure and review performance and productivity of the team and provide one to one feedback to ensure high quality
and accuracy
 Monitor breaches & Complaints to ensure smooth functioning in accordance to the pre-set deadlines procedures and
service standards.
 Conduct quarterly performance appraisal for the associates and provide feedback.
 Manage team absenteeism, attrition, attendance, breaks and conduct.
 Participate in the recruitment of new team members as and when required.
 Co-ordinate with different departments in the organization for effective functioning of the operations floor and
 Implement the rewards and recognition budget.
RELIANCE RETAIL LTD.
Deputy Manager – Operations and Customer Service (March 2007 – September 2007)
 The Operations & Customer Service Group is accountable for customer service delivery - meeting and crossing
customer expectations. It does so by creating the framework for customer service delivery and further by monitoring
and facilitating continuous improvement of the central and individual retail store service delivery operations by
clustering them in state teams.
 The Operations & Customer Service Group is specifically responsible for customer relationship & loyalty, churn
management, handling communication to existing customers, all with the aim of building a strong relationship with
customers, retaining churning customers, enhancing revenue by cross selling and up-selling of financial products.
 This team is also responsible for identifying & deploying associated tools for creating/ improving loyalty among existing
customers like loyalty programs and associated campaigns.
 The team is also responsible for managing the company & customer information repository, ROMA, and for MIS and
analytics based on existing customers for membership and financial products.
 Created the escalation matrix for Mumbai Operations for Effective resolution of complaints.

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ICICI BANK LTD
Assistant Manager – Credit Card Operations (August 2006 – February 2007)
 Worked for ICICI customer care handling their Credit Card department.
 Responsible for ensuring first call resolution by giving adequate training to the officers and ensuring customer
satisfaction.
 Was also given the additional responsibility of handling the team of HNI customers.
 Handling a team of PBO’s and responsible to maintain quality and their AHT on calls.
 Preparation of Reports on a daily basis and ensuring all the SLA (Service Level Agreements) is duly met, ensuring
discipline on the shop floor, manning the production floor and doing the troubleshooting for the agents.
INTELENET GLOBAL SERVICES LTD
Team Leader – Standard Life Healthcare - UK (July 2002 - August 2006)
 Started off as a Basic indexer, moved on to intermediate work after three months then moved on to advance work.
 Achieved 97% Quality and Productivity for the Above Work Consistently.
 Moved on From Indexing to Invoice processing wherein to authorize payment to customers of UK up to £1000.00.
 Promoted as an Advance Invoice Processor wherein payment authorization level increased from £1000.00 to
£15000.00.
 Achieved 97% Quality and Productivity for the Above Work Consistently.
 Promoted as a Team leader where responsibility included ensuring all the SLA (Service Level Agreements) with the
client are duly met, preparing weekly reports, ensuring discipline on the shop floor, manning the production floor and
doing the troubleshooting for the agents.
ACADEMIA
CF1 Certification; 2008
The Insurance Institute – United Kingdom
Bachelor of Commerce; 2000
Mumbai University
Class XII; 1997
Mumbai University
Class X; 1995
Mumbai University
HONOURS AND ADDITIONAL INFORMATION
 Attended Management & Quality Workshops as part of People Management & Process Improvements in Capita.
 Participated in the complete employee ownership program that deals with leadership, motivation and self-development.
 Completed an online training program on advanced insurance processing.
 Yellow Belt Graduate from Maersk.
 Winner of Best Coach Award for the year 2013-14.
 Winner of team member “Best Project- runner up” in Maersk Improvement model for project revive in 2014-2015.
Date of Birth: March 30, 1979; References: Available on Request