Electrolux Group

Key Achievements: We achieved five Tons of monthly waste collection by successfully designing and implementing a circular economy model in the consumer experience journey, which brings an additional revenue stream to the service business.

- Achieved 88% CSAT and less than 2% Abandon rate with new call centre team. (Involvement in solution development, CRM, team hiring, and talent development)
- Owned and achieved Exceptional warranty cost savings of 1.29% for 2023.
- Achieved 77% Fill rate for new spare hub in UAE in less than 6 months of operation.
- Used data-driven insights to create Action Plans that enhanced the quality of after-sales services and boosted customer retention rates to 45% Net promoter Score in 2023.
- Exhibited strong budget planning skills in managing and allocating funds for various after-sales services, ensuring optimal use of resources.
- Led a team to achieve key business objectives through targeted Development Of Employees initiatives.
- Planned and executed project deliverables while maintaining strict adherence to business requirements of the CSAT target of 80%.

Head of after sales services

Key Achievements: Developed 18 Major service partners' service capabilities in the MENA region for Electrolux, AEG, Zanussi, and Frigidaire brands by offering extensive technical training programs.

- Achieved the lowest Warranty cost, 0.28%, through training progress and timely technical support
- Increased 28% Satisfaction in yearly surveys from service partners in the after-sales service category, securing customer needs
- Developed and executed a comprehensive business strategy to streamline after-sales service operations and boost overall performance
- Successfully managed the application of continuous improvement principles to enhance the overall performance of the after-sales department
- Performed 18 Sessions of onsite field training to ensure the movement reached a significant market, visiting GCC and African countries with 120 Senior tech participants.

Regional training and technical support manager

LG Electronics

Key Achievements: Successfully implemented GCC countries call centre in Dubai involvement solution design, CRM implementation, hiring an 18-member team and training them to achieve 66% CSAT in the first year.

- Overseas the service Operation management, Distributor relation, service quality, product quality, and technician support system to control warranty cost within 1.35%.
- Rewarded with the Year of Best Manager award for successfully leading a team, including two country managers (Pakistan and Georgia) and five direct reports. (overall team performance – Job rotation)
- Oversaw the continual improvement of service processes, enhancing efficiency and productivity within the department.
- Implemented new strategies that significantly improved the financial performance of the after-sales services division, resulting in an annual growth rate of over 20% in Spare and accessories sales.
- Achieved Operational Excellence in after-sales services by standardizing procedures and reducing response time by 15% to get products repaired.
- Exhibited strong leadership skills by mentoring and developing a high-performing after-sales service team that exceeded company targets.
- Applied exceptional motivating techniques to foster a positive work environment and boost employee morale, driving significant improvement in overall after-sales service quality and improving Net promoter score from 40% to 52%.
- Played a crucial role in Supporting the Management by providing insightful data analysis to inform decision-making about after-sales services in a service manager capacity.

Customer Service Manager

Key Achievements: Drive for results, achieved 10K Service technicians' skills capability visibilities by implementing technical core competency test methods. Increased level 2 category technicians by evaluating and offering tailor-made technical training.

- Designed four layer-based tech and soft skills assessment processes to evaluate training programs and professional development courses to facilitate meeting organisational goals and individual professional needs for people skills.
- Led a team to improve customer relationships in the after-sales sector, improving retention rates.
- Developed 28 new courses to fill the service team's tech and soft skills gap.
- Formed a digital team with three new roles (content development, Curriculum design and subject matter experts) and catered to regular training needs with a continuous improvement mindset.
- Implemented a Digital training platform for a regular learning culture.
- As part of senior management, I implemented innovative after-sales service initiatives that increased sales and customer loyalty.
- Maintained high credibility with a track record of exceptional management of after-sales services.
- Strategically shaped the Organisational Culture of the after-sales services team to foster growth, innovation, and improved communication.

Regional Technical Training Manager

Key Achievements:  Developed master trainer concept in the distributor market to overcome challenges related to training expenses.

- Developed master trainer concept in the distributor market to overcome challenges related to training expenses.
- Specialize in Home Entertainment product technical training for call centre agents and senior technicians who service brand customers.
- Support the Distributor in developing an expert service team that meets customer expectations.
- Managed implementing new customer service strategies, leveraging solid communication skills to ensure a seamless transition and improved efficiency.
- Urgently developed new protocols for after-sales services to meet increasing customer demands.
- Oversaw improving operational processes, enhancing the performance and profitability of after-sales services.
- Ensured accountabilities for all after-sales activities, including product returns, refunds, and service inquiries, leading to improved operational efficiency.

Regional Senior Technical Trainer

Key Achievements:  Designed the Return Material Authorization process and policy to overcome product return challenges.

- Product Quality management, testing, IQC, and field support.
- New Product Technical support Tools and training, Service information update, and sharing with the technician and call center agent.
- Exhibited a strong ability to prioritize workload, resulting in timely resolution of customer issues in the after-sales services sector.
- Implemented Safety and Environmental standards in after-sales service operations, significantly reducing risks and impact on the environment.

Senior Technical Support Engineer

Customer-focused Regional Service and Operations Leader with over 17 years of experience transforming after-sales service and operations in the Middle East and Africa consumer electronics industry. I specialise in driving customer satisfaction, optimising operational efficiency, and increasing revenue through innovative service strategies and cross-functional collaboration.

My expertise includes:

My expertise has led to significant improvements in customer satisfaction (CSAT 88%) and Net Promoter Scores (NPS 66%). By implementing proactive escalation management and customer-centric service models, I have enhanced the overall customer experience.
Driving revenue growth, including a 15% increase in spare parts sales and reducing warranty claims by 20% through targeted sales strategies and quality feedback loops.
My leadership skills have been demonstrated in building high-performing teams and upskilling over 10,000 technicians. These customised training programs have successfully aligned service delivery with efficiency and quality standards, instilling confidence in my ability to lead and develop large teams.
My ability to streamline processes and drive operational efficiency is evident in the operational improvements I've implemented. These include a 20% reduction in RTAT, a 15% cut in repair times, and the centralisation of inventory management for enhanced spare parts availability, demonstrating my commitment to operational excellence.
My commitment to sustainability is evident in my work. I have integrated circular economy principles and resource optimization into service operations, advocating for responsible business practices.
I am passionate about delivering excellence in customer experience and operations. My ability to lead diverse teams, adapt to dynamic business environments, and implement innovative strategies has consistently enhanced brand loyalty and operational success.

With a strong foundation in business administration (MBA, MIT Pune), technical expertise, and certifications in Circular Economy and Learning & Development (CIPD Level 5), I am committed to driving impactful results and fostering long-term growth.

Let’s connect to explore opportunities to collaborate and create meaningful change in service and operations management!

Leadership in Action: Building Teams that Thrive on Continuous Improvement

In today’s fast-changing world, leadership is not just about directing—it’s about creating the right environment for teams to grow, adapt, and continuously improve. I strongly believe that continuous improvement is not a one-time project but a mindset, and as leaders, our role is to instill this mindset within our teams.

A great team does not happen by chance. It is built intentionally through the right balance of skills, attitudes, and behaviors. Just like agile organizations evolve through iteration, high-performing teams evolve by adopting qualities that allow them to collaborate, challenge, and support each other.

From my experience, a truly effective team should inherit and practice these 11 balanced qualities:

1. Initiation – Taking ownership, proposing new ideas, and driving action without waiting for instructions.
2. Seeking Information – Staying curious, asking the right questions, and exploring new possibilities.
3. Providing Information – Sharing knowledge transparently to empower the team and eliminate silos.
4. Clarifying – Ensuring that objectives, roles, and expectations are clearly understood by everyone.
5. Elaborating – Expanding on ideas, adding details, and refining solutions to make them practical.
6. Summarizing – Bringing discussions together, ensuring alignment, and keeping focus on key outcomes.
7. Consensus – Building agreement and alignment, while ensuring every voice is heard.
8. Harmonizing – Reducing conflicts, promoting empathy, and keeping team spirit intact.
9. Compromising – Finding middle ground where needed, balancing between ideal solutions and realistic constraints.
10. Gatekeeping – Ensuring participation is inclusive, discussions are constructive, and the process is respected.
11. Encouraging – Motivating and recognizing contributions to keep morale and energy high.

When these qualities are nurtured, teams don’t just complete tasks—they create value continuously. They become agile, resilient, and motivated to do better every day.

As leaders, our role is not just to manage people, but to develop people. We must foster these qualities, celebrate small improvements, and ensure that every challenge is seen as an opportunity to grow.

Leadership is about balance—between guiding and listening, between pushing for results and caring for people, and between today’s goals and tomorrow’s improvements.

Let’s build teams that not only achieve success but also sustain it by practicing continuous improvement as a way of working and living.

#LeadershipinAction #leadership #agile #Team #resilient

Jakir shaikh

Building Self-Mechanisms for Remarkable Results

Every individual—and every team—dreams of achieving remarkable results. But results are not created overnight. They are the visible outcome of a deeper mechanism built within us: our experiences, beliefs, and the actions we take.

I often picture this mechanism as a pyramid, where each layer supports the next.

The Pyramid of Self-Mechanisms:

Experience (The Base)
 Our foundation is built on experiences—our culture, education, past work, failures, and successes. Experiences shape how we see the world. They may be good or bad, but they form the raw material of who we are.

Belief (Shaped by Experience)
 From our experiences, we develop beliefs. Beliefs are powerful—they act as filters that guide how we interpret challenges and opportunities. They decide whether we see change as a threat or as a chance to grow.

Action Plan (Driven by Belief)
 Our beliefs fuel our actions. A strong, positive belief system creates confident, structured, and effective action plans. On the other hand, weak or limiting beliefs lead to inconsistent or misaligned actions.

Results (The Peak)
 Results sit at the top of the pyramid. They are the consequence of the entire mechanism beneath. You cannot force results directly—you achieve them by aligning experience, belief, and action.

Why Belief Matters Most

As leaders, we sometimes focus too much on changing actions when results don’t meet expectations. But action is only the third layer of the pyramid—it reflects beliefs.

If the belief is weak, no matter how many times you adjust the action plan, the results will remain inconsistent.
That’s why, when results fall short, it’s often wiser to revisit the belief system—both individually and within the team.
Changing a belief requires shaping the culture. An organization’s culture is simply the collective experience and belief of its people. When culture is transformed, beliefs shift. And once beliefs shift, actions naturally improve—bringing results that last.

Key Leadership Insight

Don’t chase results.
Strengthen beliefs.
Shape culture.

When the belief system is right, the results will follow naturally.
As leaders and individuals, our biggest responsibility is not only to manage actions but to nurture experiences, beliefs, and culture that lead to extraordinary outcomes.
#Team #leadership

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