Build / Prove
How We Cut Resolution Time by 30% Without Adding Headcount
The escalation workflow rebuild at UniverCell Canada — what was broken, what changed, and the exact process changes that moved the metric.
Read on Medium ↗10+ years building customer support systems from zero and scaling them. Currently managing CX operations for a North American multi-location electronics brand — and open to what's next.
I build customer support operations from the ground up — then I run them, measure them, and improve them. Over 10+ years across e-commerce, multi-location retail, and remote SaaS support, I've taken support functions from zero to structured, repeatedly.
Built SOPs and escalation workflows from scratch where none existed. Scaled an e-commerce operation in Malaysia to 5,000–10,000 monthly orders while holding a 4.92/5 satisfaction rating for five consecutive years. Now running CX operations for UniverCell Canada — a North American consumer electronics brand across 15+ locations — where I've driven a 25% CSAT improvement and reduced average resolution time by 30%.
Based in Pakistan. Working North America hours. Open to full-time remote Customer Success, CX Operations, and Service Delivery roles.
Every role in this timeline has a build or fix at its core — not just maintaining an existing steady state.
Lead customer support operations for UniverCell Canada, owning the full customer lifecycle across 1,000+ monthly B2B/B2C interactions. Rebuilt escalation workflows and SLA management from scratch; coach a team of 3–5 agents across phone, live chat, and email. Early hire who grew into a lead role and directly shaped the operational infrastructure the team runs on today.
Managed a full outbound pipeline — 50+ daily calls, multi-channel outreach, and structured lead generation via Odoo CRM, LinkedIn, and social platforms. Handled client onboarding and handoff to ensure clean transitions from sales to service delivery.
Built customer support SOPs and workflows from scratch for an e-commerce operation with no prior documented process — covering order issues, refunds, and escalation handling. Managed end-to-end operations including product sourcing, order fulfillment, and customer retention.
Built and scaled an e-commerce operations function from zero — managing purchasing, supplier coordination, inventory control, order fulfillment, and customer satisfaction for a high-volume marketplace. Sustained five consecutive years of 4.92/5 customer satisfaction while managing 5,000–10,000 monthly orders and annual revenue exceeding RM 1 million.
Managed inventory control, stock handling, and order fulfillment in a high-volume warehouse environment. Reduced stock discrepancies by 20% through process standardization and tracking improvements — the operational discipline that runs through every role since.
Two documented operations initiatives — the problem, the fix, and the results.
How an unstructured, reactive support operation was rebuilt into a scalable, measurable system across 15+ locations.
A support operations initiative focused on SLA management, escalation redesign, process optimization, and agent enablement.
Asad leads the customer service team with professionalism and genuine care. He's curious, quick to understand problems, and always focused on practical solutions. Great with people, manages the team well, and knows how to handle customers with patience and confidence.
Prioritized by relevance to Customer Success, CX Operations, and Service Delivery leadership roles.
I write about what I've actually built — escalation management, SLA design, and running support at scale.
The escalation workflow rebuild at UniverCell Canada — what was broken, what changed, and the exact process changes that moved the metric.
Read on Medium ↗Luce Di Candela and MH Boston were six years apart. Here's what was the same both times — and what I'd do differently on the third build.
Read on Medium ↗Most support teams have an escalation path on paper. Almost none have thought through what happens at 11pm in a multi-location operation when L2 isn't responding.
Read on Medium ↗Three focused engagement types — scope, deliverables, and pricing defined up front. Every engagement can flex; these are starting anchors, not rigid contracts.
You need a working support operation in 30 days — workflows, SOPs, channels, and a team playbook — built and handed off.
Your support operation exists but something's broken — CSAT is flat, resolution times are high, or the team is stuck. I find the root cause and give you a concrete fix plan.
You need ongoing support operations leadership — not a full-time hire, but a consistent owner for your team, metrics, and process improvement.
Prices are starting anchors. Final scope and cost discussed before any engagement begins. Let's talk about your situation →
Whether you're building a CX team or hiring a support operations leader — the conversation starts the same way.
Looking for a Customer Success Manager, CX Operations Manager, or Service Delivery role — remote, with North America timezone overlap preferred.
Send a messageNeed help building, auditing, or scaling a support operation? Tell me the problem — I'll tell you whether I can help and how.
Describe the projectOr reach out directly: official.asadbilal@gmail.com · +92 301 089 7788