Most teams fix the symptom. I find the cause, and build the system to fix it.
I work at the intersection of people, process and performance — finding what is actually breaking, designing practical interventions, and building the systems, standards and capabilities that make improvements stick.
7+ years · 30+ brands · CX · Operations · Quality · Transformation
Case studies
08 projectsWork I led inside Hugo Inc across healthcare, EdTech, SaaS, e-commerce and cross-account enablement — from diagnosing root causes to embedding new operating standards.
This is real client work. Names are redacted to respect confidentiality; the scope, methods and results remain factual.
- 01Building a quality operating system for a 500+ agent healthcare operationUS digital pharmacy client · Diagnosing the root causes of customer and compliance failures, separating agent performance from systemic issues, and building the governance to improve both safely at scaleApr 2025 — present · via HugoHealthcare / PharmacyQAHealthcareCompliance93% CSAT vs 90% target
- 02Diagnosing and reducing recurring customer dissatisfactionEdTech learning marketplace · Reducing recurring customer dissatisfaction through frontline capability2021 — 2025 · via HugoEdTechQATrainingWorkforce84% drop in issue-recognition DSATs
- 03Scaling a new support channel without sacrificing qualityConversational commerce SaaS platform · Designing and scaling a new customer-support channelJul 2022 — pilot handoff · via HugoSaaS / Conversational commercePilotTrainingQA90% onboarding pass rate vs 60% target
- 04Redesigning support operations to achieve SLA consistency at scaleClinical decision-support platform · Redesigning support operations to achieve 100% SLA compliance2025 · via HugoHealthTech / Clinical decision supportCX OpsMigrationReporting100% SLA compliance, Q1–Q3
- 05Increasing operational capacity without increasing headcountOnline liquidation auctions marketplace · Redesigning case ownership to increase operational capacityvia HugoE-commerce / Liquidation auctionsSupport OpsQABack office37% → 72% of case volume owned
- 06Building a B2B growth engine from zeroNatural beauty & wellness marketplace · Building a repeatable partnership and outreach engineE-commerce / Beauty & wellnessPartnershipsPipelineEmail63% response rate on tracked outreach
- 07Creating a scalable operating system across 30+ client accountsCompany-wide · Creating a scalable operating system across 30+ client accountsCapstone — cross-account · via HugoCross-industry / BPOFrameworksEnablementCross-account30+ accounts cataloged
- 08Reducing response time across seven workflows without adding headcountUS premium tile manufacturer · Program management across seven-plus cross-trained support workflowsNov 2023 — Jan 2026 · via HugoManufacturing / Home & interiors e-commerceProgram managementWorkforceTraining interventionResponse time cut from 6h 43m to 2h 25m
A behavioural lens on operational problems.
B.Sc. Psychology — Covenant University. It is why I read failure as behaviour first and score second.
My background in psychology shapes how I approach change. I look beyond the metric to understand the behaviour, incentives and friction behind it — then design interventions that make the desired behaviour easier to adopt and measure.
Quality was failing and the default answer was more training. I sampled four weeks of failures and split them by cause: 42.5% ownership gaps (agents closing tickets without investigating), 29.5% knowledge gaps and 28.1% interpretation gaps.
The largest driver was not knowledge — it was accountability. So the intervention changed: coaching and governance around ownership behaviour, with training scoped only to the real knowledge gaps. That is the difference between treating a score and treating a cause.
Read the full case →I turn operational problems into measurable change.
I am a Customer Experience & Operations professional with 7+ years of experience across SaaS, BPO and marketplace environments. My work sits at the intersection of customer experience, operational performance and organisational capability: I find root causes, translate data and frontline insight into practical solutions, and work with teams to embed new processes, standards and ways of working.
Across healthcare, EdTech, SaaS and e-commerce I have led transformation programmes for global teams and BPO partners — spanning quality operating systems, customer operations, process improvement, enablement, reporting and performance management.
Based in Bordeaux, France · Open to CX, Operations & Transformation roles across Europe and the UK, including consulting and advisory opportunities.
Experiments & interventions
Small tests that solved real operational problemsStroop-based attention training for issue recognition.
Agents were answering the surface question and missing the real issue. I used the Stroop effect as a diagnostic, banded agents by cognitive flexibility, and ran a three-week conditioning programme. 100% of lowest-band agents moved up at least one analytical tier; 50% advanced a tier after phase two.
Real-time monitoring before the bad rating lands.
Quality feedback arrived too late. I designed scheduled real-time review windows, intervention protocols and agent self-flagging. Monitored days hit 98–99% CSAT and the client doubled team headcount within three months.
Customer vocab playbook + service mechanics blueprint.
Customers describe the same issue in a dozen ways, and tenured agents were skipping due diligence. I built a playbook of real customer vocabulary and a decision-tree blueprint for every common process. Result: 44% more agents hitting perfect internal quality scores and a 135% productivity lift in six weeks.
QA frameworks, standards and review processes I operationalised.
Sanitised samples of real QA documentation: a weekly rolling QA model that feeds DSAT signals into scores, rating/coaching standards from a 30-day calibration sprint, and the end-to-end quality review workflow.
People I've worked with
Senior leaders and client partners who can speak to the work behind these projects.
Hugo Inc ↗Have a complex customer or operational problem worth solving?
I am interested in roles where customer experience, operations and transformation come together — whether that is helping a team improve how it operates or helping an organisation rethink how it delivers customer value.