Devexperts

1. Service Delivery Management:
Ensure compliance with the procedures, instructions, KPIs, and support contract commitments,
Lead an onboarding process of the client during the production launch,
Communicate with the client via telephone, e-mail, or IM to report the current status of the issues,
Oversee the resolution of major incidents, ensuring timely communication and resolution,
Take responsibility for completing the support contract conditions.

2. Process management:
Organize and supervise giving estimations, planning and executing maintenance routine operations & project development tasks in frames of the support team,
Manage the process of investigation of the technical issues;
Manage tasks related to the bug fix of the product.

3. People management:
Manage a project support group in the Maintenance and Support department,
Organize and manage the workload of the team and their backlog.

4. Service Improvement:
Identify opportunities for process improvements and implement best practices to enhance service delivery,
Identify opportunities to enhance the teams' active monitoring and reporting,
Report on key performance indicators (KPIs) with the required stakeholders.

Service Delivery Manager

Philip Morris International

- Lead the operational support for B2C and global communication areas, managing services across 60+ countries in all continents.

- Act as the primary point of contact (SPOC) for key market stakeholders, handling escalations, delivering periodic reports, and aligning expectations to ensure customer satisfaction.

- Drive continuous service improvement by implementing automation solutions, reducing support costs, and optimizing performance for end users.

- Define and monitor critical KPIs including SLA, SLO, aged incidents, MTTR, and NPS to maintain high service standards.

- Enhance Mean Time to Resolution (MTTR) and boost Net Promoter Score (NPS) by applying customer-centric principles and improving support strategies.

- Oversee support for complex solutions involving multiple systems (Salesforce, AWS, SAP, Adobe, Twilio, azure, ...), ensuring timely responses and resolutions.

- Provide functional advice and training for new market onboarding, ensuring smooth transitions and service continuity.

- Manage vendor service quality, establish effective reporting mechanisms, and maintain clear communication with internal stakeholders.

- Lead production support onboarding for new teams, ensuring operational readiness and process alignment.


Key Achievements:

- Reduced incident resolution time by 30% through proactive issue management and automation.
- Improved NPS in 40 pp by implementing feedback loops and customer-first support practices.

Senior Service Delivery Manager

Retail Consult

- Led the Service Management practice, standardizing the SDM processes by developing a customized way of working based on ITIL 4.

- Established a Shared Services structure to provide centralized support for multiple clients, improving efficiency and cost management.

- Managed B2B customer relationships across EMEA and Asia, overseeing account revenue, margins, and customer satisfaction.

- Lead pre-sales efforts for new support accounts, estimating effort and cost, preparing SOWs, and presenting tailored service solutions to potential clients.

- Supervised end-to-end support operations, ensuring incidents, requests, and problems were effectively handled via ITSM tools like ServiceNow.

- Developed and maintained service reports, monitoring KPIs such as SLAs, MTTR, and NPS, and delivering insights to clients.


Key Achievements:

Increased client satisfaction by 25% through enhanced service procedures and KPI management.
Successfully onboarded multiple large-scale clients, ensuring seamless transitions to support.
Implemented a centralized support model for retail and supply chain clients, optimizing operations and reducing downtime.

Head of Service Delivery Management

- Managed a high-profile support account for a major British e-commerce retailer, ensuring a smooth transition from project to support phases.

 Supported testing and post-go-live stabilization, producing detailed service procedures and runbooks.

- Regularly discussed SLAs and generated periodic reports to monitor and optimize KPIs.

- Played a critical role in establishing a Shared Services structure, centralizing support for retail and supply chain clients.

- Collaborated with client stakeholders to ensure service alignment and continuous improvement.


Key Achievements:

- Reduced post-go-live issues by 30% through effective knowledge transfer and documentation.

- Improved operational efficiency for retail clients through centralized support and proactive problem management.

Logic Information Systems

- Established a Shared Services support structure to manage multiple retail clients, streamlining operations and reducing costs.

- Managed the pre-sales process for B2B support accounts, estimating costs, preparing SOWs, and presenting service proposals.

- Provided Oracle Retail support to a travel retail client across Brazil and Italy, focusing on merchandise, fiscal, and planning modules.

- Led a 14-member support team, across Brazil and Portugal, ensuring high-quality service delivery.

- Played a pivotal role in migrating the ITSM tool from Redmine to ServiceNow, improving incident handling and reporting.

- Presented weekly progress indicators to the account manager, showcasing account evolution and service improvements.


Key Achievements:

- Improved client satisfaction by reducing incidents by 15% through process improvements.
- Migrated ITSM tool to ServiceNow, streamlining incident and knowledge management.
- Implemented a support structure for large retail clients, ensuring scalable and efficient service.

Senior Service Manager

- Managed Oracle Retail support transitions, setting up initial support processes and defining team sizes and scopes.

- Established initial knowledge bases and managed the first six months of support for new accounts.

- Played a key role in establishing centralized support processes for multiple retail clients.



Key Achievements:

- Ensured smooth service transitions for multiple Oracle Retail clients.
- Enhanced support scalability through the implementation of centralized knowledge management.

Service Transition Manager

- Delivery Manager for Oracle Retail support and development for Latin America's largest e-commerce company.

- Supported ORMS and ORFM modules, developing enhancements to meet the growing demand in a dynamic market.

- Contributed to the development of a Shared Services support model to handle multiple retail accounts efficiently.


Key Achievements:

- Successfully developed improvements that absorbed a 40% increase in system usage.
- Streamlined support operations for large retail clients, ensuring continuous service improvement.

Service Manager

Wipro Technologies

Three years of experience in Application Support and Maintenance. Experience with management, support, development, and Maintenance of Oracle Retail. I participated in a project supporting Brazil's most prominent e-commerce retailer.

Oracle Retail Senior Consultant

I Help IT Company Leaders Transform Their LinkedIn Profiles into Client Magnets | 7 x LinkedIn Top Voice

I am an accomplished Senior Service Delivery Manager with a strong track record in IT operations management and vendor management. With years of experience leading large, cross-functional teams in the delivery of high-quality IT services, I specialize in optimizing service operations and enhancing vendor relationships to consistently meet and exceed SLA and KPI targets.

In my career, I’ve successfully overseen global IT operations, managing multi-vendor environments and ensuring seamless integration across multiple platforms such as Oracle, Salesforce, and AWS. My expertise in vendor management has been instrumental in negotiating service contracts, driving performance improvements, and implementing cost-saving initiatives through automation and streamlined processes.

A key focus of my work has been aligning service delivery with customer-centric metrics such as Net Promoter Score (NPS) and Mean Time to Resolution (MTTR), ensuring that both operational efficiency and customer satisfaction are prioritized. I have led the development and implementation of ITIL and ISO 20000 service management practices, driving operational excellence and boosting team productivity.

With extensive experience managing global service operations and large teams across multiple regions, I excel in high-stakes environments that require quick decision-making and a focus on results. My ability to deliver consistent service quality, while maintaining strong vendor partnerships, makes me a valuable asset in any organization looking to optimize its IT service delivery.

Fabio Sausen

Ethum

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One of the few Microsoft partners that focuses on Licensing and help companies reduce cloud spend

Chief Growth Officer

Wallex

•• Responsible for driving new direct sales client acquisition, recurring revenue and S$1XX+ million monthly volume of transaction across Singapore and Indonesia. Responsibilities includes Sales Strategy, Sales management, Hiring, budgeting, Sales forecasting, commission modeling. Managed a team of 11 Sales including 2 Sales Director.

Achievements:
 
• Operated a turnaround of within the organization leading to closing the largest Quarter End in company’s history hitting S$1XX million volume of transactions and generating a revenue of S$XXXK with an overall XX% margin in a highly price sensitive and very low margin Industry.

• Developed company's global sales strategy and execution roadmap with a focus on increasing volume, revenue and margin. As a result, generated an additional S$ 1X million in volume for the company from October 2019 (S$1X million in Indonesia and S$X million in Singapore) at an overall margin of XX% compare to the previous XX%. 

• Purchased, customized and implemented Freshsales CRM to support a fully automated Sales process and Pipeline management which help to grow the pipeline in volume from under S$ XXXK to S$ 1X million.

• Reorganized, re-trained and coached a sales force of 5 team members in Indonesia achieving the highest numbers in new client acquisition since the start of the operations (October S$ 1XXK, November S$ XXXK, December S$ X million)

• Built from the ground up a team of 6 Sales Managers in Singapore including 1 Sales director. With a clear vision I was able to attract Top performers from well established companies.

• Developed and implemented The Sales Playbook and best practices, Sales Analytic Dashboard, commission structure while implemented key Sales metrics (average size of deal, sales cycle, revenue and volume closed, conversion rate, pipeline velocity)

• Built the specification for the revenue management dashboard introducing the concepts of MRR, Churn rate, CLTV, CAC

Vice President of Sales and Revenue

Ascender HCM

•	Responsible for new client acquisition in Singapore, Philippines, Malaysia, China, Thailand, and Hong Kong. Collaboration with support teams of Legal, Finance, Operations, and Account Management to close new customer deals by leveraging and driving the sales process.  Development of strategies and tactics to grow sales pipeline and close complex multi-country deals, including lead generation, cold calling, social selling, referrals, and networking. 

Achievements: 
•	Successful positioning of the company’s payroll outsourcing managed services, SaaS, and Cloud HCM software by understanding the customer’s key strategies, business drivers, current micro, and macro-economic trends.
•	Achieved 83% YTD of the sales quota while building a sales pipeline from the ground. 
•	Finalised complex deals for both Cloud Payroll and HCM with multinational and local companies, (Firmenich, iQor, UOB, QBE, French School, Indeed) for a total ACV of SGD XXM and TCV of SGD XXM with an average gross margin of XX%.
•	Accomplished complex deals by utilising a clear sales strategy, creative pricing, and contract negotiation tactics.
•	Recognized as valuable salesperson in the company for contribution to the significant improvement of Asia revenue.

Regional Sales Manager

RP International

This role required the development and implementation of a business plan to diversify a revenue stream historically rooted in the Telecoms industry, affecting new sales and business development across the technology vertical (fintech, cloud, big data, analytics, and digital marketing). Developing prospection strategies to build a pipeline from the ground up with a focus on Singapore, while exploiting emerging opportunities in the Philippines, Indonesia, and Malaysian markets.   Development of strategies and tactics to grow sales pipeline and close complex multi-country deals, including lead generation, cold calling, social selling, referrals, and networking.

Achievements: 
•	Acquired ten new logos of digital and fintech companies (Transferwise, Grab Taxi), reactivated partnerships with largest consulting firms (Accenture, PWC, KPMG) and generated a sales pipeline of SGD XXM after only six months in the role. 
•	Achieved XX% generating XXK with an average margin of XX% with the conversion ratio of 30%. 
•	Significantly improved profitability by maintaining an average of 25% fees on assignments. 
•	Successfully negotiated a global agreement with the world’s largest fintech company (Alipay) for several locations including the US, the Middle East, and SE Asia.

Head of Business Development for Permanent Recruitment 	

K2 Partnering Solutions

Responsible for driving new sales and business development to onboard new logos within the technology industry (cloud, cybersecurity, mobility, social media, analytics) for both contracts and permanent assignments within APAC (Hong Kong, Singapore, Australia)

Achievements: 
•	Successfully built up a new revenue stream by implementing innovative services through partners ecosystems, leveraging the partnership between K2 and Salesforce.com. 
•	Established and nurtured C-level relationships within targeted accounts through many varied engagements (referrals, networking, warm and cold calling, social selling) to grow sales pipeline and close deals in the Singapore market. 
•	Acquired 10+ new logos in the first year from the ground up, generating a pipeline of SGD XXM. 
•	Accomplished direct annual sales turnover of SGD XXk with a conversion rate of 10% (XXk directly and SGD XXk indirectly) by cross-selling with the other business units across the Asia Pacific and Europe. 
•	Closed the largest deal across the Asia Pacific, generating a service fee of SGD 50k on one placement.

Technology Practice Director

Gemini Personel

•	Led teams comprising of 240+ employees across China (Shenzhen, Beijing, Shanghai, Guangzhou) and managed P&L for the group exceeding USD 10m revenue.  Managed a team of 11 directors across all functions, including Sales, Marketing, HR, Finance, Delivery, and Marketing and upheld complex relationships with the Board of Directors, shareholders, and Group Chairman. Managed effectiveness through performance management, recruitment, coaching, and mentoring

Achievements: 
•	Led transformational New Sales and Account Management culture change, initiating sales revenue increase.
•	Increase sales by 22% in the first year through a series of process changes that refocused sales and account management teams on quantifiable sales goals and performance. 
•	Leveraged web crawling technology to support the lead generation process, resulting in the creation of a USD 20m sales pipeline with a conversion rate of 11%.
•	Navigated intense internal politics, eradicating a dysfunctional and intimidating corporate culture, to restore employee morale, motivation, and a focus on performance and service excellence. 
•	Provided effective change leadership to increase employee retention across senior and middle management teams.

Managing Director

I-Technology Recruitment

Led diverse teams across China (Beijing, Shanghai, and Hong Kong) and managed P&L. 

Achievements: 
•	Revived a struggling operation from being on the verge of bankruptcy to turnaround success.  
•	Championed the development and implementation of strategic plans and innovative marketing ideas. 
•	Restructured company organization to focus on selling and built a team capable of delivering sustained organic growth. 
•	Credited for my part in growing sales 400% in 1.5 years and boosting the annual turnover to USD 4m+.
•	Leveraged technology and implemented and analytics-driven sales process. 
•	Implemented new accounting processes and robust financial discipline/monitoring processes (revenue, deals margin, cash flow) 
•	Increased gross margin from 30% to 77% and a net profit margin of 30+%. 
•	Recruited and trained Chinese teams across Sales, Human Resources, IT, Delivery, Marketing, and Accounting functions.

Chief Operating Officer

Groupe onePoint

•	Responsibility for XX+ employees, managing P&L exceeding USD XXm revenue and daily operations, focusing on sales and business development. 

Achievements: 
•	Increase sales by repositioning the subsidiary as the Group’s outsourcing platform while acquiring new customers locally. 
•	Led a quick turnaround in sales by leveraging the customer base of the group. 
•	Increased annual sales turnover from USD XXM to USD XXM.
•	Created new revenue streams through BPO services (Business Process Outsourcing).

Achievements: 
•	Successfully developed strategic and tactical sales plans to secure existing account and grow new markets. 
•	Established new business, customer acquisition and pre-sales in a complex sales environment. 
•	Promoted innovative technology revenue streams such as mobile technologies, augmented reality, enterprise architecture acting as sales, pre-sales, and technical subject matter.

IT Service Sales Manager

PS consulting

Responsible for 15 direct reports and USD XXM+ turnover.

Achievements: 
•	Improved sales growth by building new revenue streams through new markets and leveraging the existing base of customers.
•	Recruited, coached, and mentored the Sales Manager and an engineer to exceed business goals consistently.
•	Attained annual sales revenue of USD XXM +.
•	Managed 10+ key strategic accounts, including retail, banking, industry, telecommunication.

Business Development Director / Enterprise Architect / Solution & Technical Architect

Converting businesses into brands | Creating Insane marketing and sales systems for your brands to 10X your growth.

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Pascal CALOC (Your Sales Guy)

I don’t use ChatGPT for my business ops but this morning, I asked ChatGPT to analyze all my sales conversations from the past 60 days.

I took all my sales data from the last 60 days.  Every lead, conversion, reply rate, and client touchpoint and asked ChatGPT to analyze it.

But didn’t tell it how much I’d earned.

It looked at the messages, timing, tone, and close rates. 

Then gave me this answer:

“Based on these patterns, you’re closing between $20K and $30K a month, but you’re leaving around 40% of potential revenue untouched.”

Close. But not quite.

So I told it the real number. 
And then it said something that made me pause:

“You’re not missing leads. You’re missing conversion signals. Most of your warm prospects don’t disappear… they just drift because your system doesn’t re-engage them at the right emotional point.”

Here’s what ChatGPT found after a deeper look:

26% of leads that ghosted opened follow-up messages within 72 hours. 9% replied after being re-engaged through a different channel (LinkedIn or Email). 

71% of closed deals used the same 3 trust triggers, clarity, authority, and timing.

In short:

→ You’re not underperforming.
→ You’re under-tracking.

So now I’m curious: What would happen if you let ChatGPT audit your last 30 sales conversations?

Would it tell you you’re bad at selling… or just blind to your signals? Only time will tell. 

P.S. Do you think ChatGPT will replace the CRMs as well?

Pascal Caloc

Yesterday my client accused me of using ChatGPT to run their sales ops. 😳

For a second, I thought my heart stopped.

I asked, “Why do you think that?”

He said:

“Because the follow-ups are too fast, 
too structured, and too much robotic.”

I laughed.

“No AI here,” I said. 
“Just a simple system that actually works.”

We checked the numbers together:

Zero bots involved
Replies up by 40%
2 deals closed that week

He laughed and said, “Well… whatever it is, keep doing it.”

Sometimes, great systems look like magic.

But it’s really just consistency backed up data and lots of testing. 

P.S. Would you take it as an insult or a compliment if someone said your work felt “too good to be human”?

The American dream isn’t the big title, business-class flights, or fancy office lunches anymore.

It’s having enough free time to actually be with your family.

Honestly… it took me years to understand that.

I used to think success meant working nonstop.
More calls. More clients. More hustle.

I was glued to my laptop like it was the only way to survive.

But one day, my daughter asked me why I was always on my laptop.

What’s the point of success if you’re too busy to enjoy it?

That’s when I stopped chasing “more work”…
and started building systems that gave me more life.

Systems that:

Bring leads without me being online all day
Keep follow-ups running even when I’m with my family
Turn LinkedIn, email, and CRM into a predictable engine

And suddenly… I got my time back.
Weekends felt like weekends again.
My business kept growing without the chaos.

So yeah, the dream isn’t the job or the title.
It’s the freedom.

More time for your kids.
More peace in your head.
More control over your day.

And you don’t get that from hustling harder.

You get it from building smarter.

Have a good weekend you all. 

P.S. What does “freedom” look like for you right now?

Every resignation letter starts with a moment your team feel unprotected.

A real leader protects their team. Always.

When things go wrong, real leaders don’t point fingers.

They step forward. They take the hit.
They protect their team from unnecessary blame.

1. Leading with empathy
2. Listening before deciding
3. Protecting your team means
4. Creating psychological safety
5. Advocating for fair opportunities

Because trust is built in those moments.
Not during performance reviews or team meetings.

If your team knows you’ve got their back,
they’ll move mountains for you.

Leadership isn’t about being in charge.
It’s about taking care of those in your charge.

Spreading motivation and positivity on Monday. 

P.S. What’s one thing your best leader did that made you feel protected?

I paid $40,000 for my MBA.

But it’s still sitting in my closet. 

After 13 years, 6 acquisitions, and crossing 7-figures in lifetime revenue…

Here are 16 business truths they’ll never teach you in business school:

--

1. Over 90% of startups fail. Instead of building from scratch. Buy one that’s already running, grow it, and repeat.

--

2. You don’t get rich by cutting costs. You get rich by using leverage, debt, and investors to buy assets that pay you back.

--

3. The real “American Dream” isn’t a 9–5, shiny title, or office perks. It’s time freedom and enough passive income to raise your family right.

--

4. You don’t need a degree for a 6-figure salary.
You can buy one by acquiring a small, cash-flowing business.

--

5. The wealthiest person on your street probably doesn’t work in tech. They likely own a plumbing, HVAC, or junk removal business. Unsexy > unstable.

--

6. That $40,000 MBA. It won’t teach you half as much as buying your first small business.

--

7. Marry a supportive partner. It’s the most underrated financial decision you’ll ever make.

--

8. I’m not leaving my kids cash. I’m leaving them a business portfolio and the knowledge to run (or sell) it.

--

9. 90% of “unique ideas” fail. The self-made millionaire you admire probably owns something simple and boring.

--

10. The best business model is not flashy.
Low risk. Proven market. Predictable income. That’s what builds wealth.

--

11. If my grandma can’t understand the business, I don’t buy it. Clarity > Complexity.

--

12. Don’t quit your job until your business income matches your paycheck. Dream big but don’t go broke chasing it.

--

13. Buy assets. Set up a trust. Make your kids beneficiaries. That’s real generational wealth.

--

14. 10,000 boomers retire every single day. 20% of small businesses are up for grabs. This is the biggest wealth transfer in history.

--

15. Don’t wait till you’re 60 to be “free.” Start buying cash-flowing assets now so you can enjoy life while it’s happening.

--

16. The myth: “Start small.” The truth: A $3M deal is often easier and safer than a $300K one. Better systems. Better books. Better team.

--

The majority of my business wins came from doing the opposite of what I was taught.

While everyone chases trends…
I chase boring, profitable businesses.

Because freedom isn’t built on hype, it’s built on cash flow.

P.S. Which point did you resonate with the most?

taplio

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Fabio Sausen

Pascal CALOC (Your Sales Guy)

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The Battle

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Pascal CALOC (Your Sales Guy)

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