Sahil Mansuri

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You promoted your top performers into Ops Management. Now you're still handling escalations, 
client complaints, and performance gaps yourself because the ops layer isn't built yet. 
I fix that. 

I work exclusively with BPO Owners scaling from 50 to 500 seats. 

In 5 weeks, I turn newly promoted Ops Managers into structured, KPI-driven operators using 
your reports and dashboards, WBRs and Processes. 

This is a bootcamp, not theory. 

By the end: 

- They run disciplined weekly reviews without you in the room. 
- They take absolute ownership of their KPIs and daily operations. 
- They communicate directly and confidently with clients. 
- They stop escalating every decision to you. 

I work fractionally and temporarily to install capability, not create dependency. When I leave, 
your team runs without me. 

If your delegation layer feels fragile or you're still the one holding everything together, let's talk.

Paolo Papandrea

Most Call Center Managers Don’t Know the Numbers They’re Accountable For.

I met an Operations Manager who had been promoted three times.

Each time, the reason was the same:

“She’s great with people.”

And she was.
Her team loved her.
Her attrition was the lowest in the building.

But nobody checked whether she could read a capacity plan.
Nobody asked if she understood shrinkage.
Nobody trained her to challenge a utilization formula that had been quietly wrong for two years.

Then the client called.

A SLA penalty was on the table.

And she sat in that meeting with every soft skill she had.
And nothing to say.

The servant leadership training she went through hadn’t prepared her for that.

Here’s what I see again and again in BPO operations:

Companies promote people for the skills they can see.
Personality. Communication. Attitude.

And they completely ignore the skills that protect the business:
Data literacy. Workforce planning. Root cause analysis.

She wasn’t failing because she lacked heart.

She was failing because she had been set up to fail from day one.

The “accidental manager” isn’t a myth.

It’s the most common leadership story in outsourcing.

And it’s not just a leadership issue.

It’s a business risk.

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Freshdesk Admin Expert Certification

Google Data Analytics

Six Sigma Green Belt (CSSGB)

Microsoft Excel 365

Google Project Management Certificate

CEFR - English C2

CEFR - Spanish B2

Skills: Customer Service Management · Microsoft Office · Customer Service · Management · Customer Oriented · Six Sigma Green Belt · Microsoft Excel · Customer Service Operations

Fractional Operations Manager

Skills: Customer Service Management · Microsoft Office · Leadership · Customer Service · Management · Customer Oriented · Six Sigma Green Belt · Microsoft Excel · Customer Service Operations · Contact Center Management

Group Manager

Head of Operations

Skills: Customer Service Management · Microsoft Office · Vendite · Leadership · Sales · Customer Service · Management · Customer Oriented · Salesforce.com · Microsoft Excel · Customer Service Operations · Contact Center Management

First Line Manager

Skills: Microsoft Office · Vendite · Sales · Customer Oriented · Microsoft Excel

Account Manager

Channel Sales Account Manager

Skills: Customer Service Management · E-commerce · Microsoft Office · Leadership · Customer Service · Customer Oriented · Microsoft Excel · Contact Center Management Customer Care Team Lead Mar 2010 - Dec 2011 · 1 yr 10 mos

Customer Care Team Lead

Skills: E-commerce · Customer Service · Customer Oriented Customer Care Representative Nov 2008 - Mar 2010 · 1 yr 5 mos

Customer Care Representative

Skills: Customer Service Management · Leadership · Customer Service · Customer Oriented · Contact Center Management Supervisor of Customer Service Jan 2006 - Dec 2007 · 2 yrs

Supervisor of Customer Service

Skills: Customer Service · Customer Oriented Customer Service Representative

Customer Service Representative

Tax Preparer

Operations Management | Six Sigma Green Belt | I keep Operations in order | Data Driven People Person

I help small and mid-size BPO Call Centers turn first-time Ops Managers into confident operators in 5 weeks

Here’s the problem with your Call Center:
You didn’t promote an Ops Manager.
You just upgraded a Team Leader’s headache.

I work with fast‑growing BPOs.
Multiple clients. Multiple campaigns. Same mistake every time.

And here’s what I’ve learned.

A Team Leader is paid to lead people.
An Operations Manager is paid to manage a system.

They need:

Clear levers to pull (WFM, QA, capacity, processes)

Clear ownership of the numbers (WBRs, dashboards, client narrative)

Clear distance from the floor (time to think, not just firefight)

That’s it.

The wrong promotion keeps them in the queues.
The right promotion pulls them out to redesign the queues.

The wrong promotion gives them a title.
The right promotion gives them authority and a playbook.

The wrong promotion turns them into a senior TL with more meetings.
The right promotion turns them into the person who can run the operation without you.

Promoting your best TL does not create an Ops Manager.

It exposes the gap between leadership and management.

If someone only manages when they are managed by you,
the problem is not their potential.

It’s your promotion standards.

Real Ops Management rewards systems thinking.
It exposes glorified Team Leaders.

Define the role.
Build the bridge.
Promote managers, not just your nicest TL.

Operations is full of amateurs.
They didn’t say it out loud, but the message was clear.

I once walked into an audit where WFM and QA were speaking like this:

“We told Ops what to do.”
“They didn’t do it.”
“So Ops is the problem.”

I’m sorry to break it to you, but support teams are not the jury.

They’re the pit crew.
And, bold statement, they should first look at what they’re doing.

I asked them to open one of the reports and walk me through the calculations.

I started seeing manually inputted data, averages of averages, and other Excel horror stories.

When I pointed out all the inconsistencies, the room went silent.
There was no more “Ops is the problem.”

And for a moment, I thought we'd found the issue.

But we hadn’t.
Not the real issue.

The truth? They weren’t entirely wrong.
Ops was the problem.

Because here’s what I didn’t say out loud in that room:

WFM didn’t wake up one morning and decide to become the boss.
QA didn’t suddenly appoint itself judge and jury.

They filled a vacuum.
And that vacuum had a name.

The operations manager had never set the rules.
Never defined who advises and who decides.
Never looked into those reports.

So slowly, without anyone noticing, the pit crew started driving the car.

And she sat in the driver’s seat defending results she didn’t design, in a system she had quietly handed over to someone else.

This is the conversation nobody wants to have.

Because it’s easier to audit the spreadsheet
than to tell a manager:

“The data was broken. And so was the hierarchy. And you let both happen.”

That wasn’t just broken data.
It was broken authority.

And that’s much harder to admit.

But that’s what actually changes things.

Last year, I was mentoring a junior Operations Manager.  
We were in the middle of an audit, and I asked WFM for a specific report.  

They came back with a question I’ve heard a thousand times:  
“Why do you need that report?”  

My answer was simple:  
“I don’t need it. I want it”  

Because need always comes with justification.  
You need to prove something is broken, defend the request, and explain the pain.  
Want doesn’t.  
Want comes from curiosity, ownership, and the decision to see more than the minimum.  

They looked confused.  
Because in that operation, reporting only happened when something was broken.  

Three weeks later, that same report landed in front of the call center owner.  
He studied it for a few minutes, went quiet, and then said:  
“There’s room to grow here”  

He used that report to propose a ramp-up to the client.  
More volume.  
More revenue.  
Same operation.  

Later, WFM came back to me and said:  
“Now I understand why you needed that report”  

I told them:  
“No, you still don’t. Because you’re still talking about needs”  

Needs are reactive.  
They show up when something is on fire and you’re scrambling for answers.  
Needs come with justification, pressure, and blame.  

Wants are proactive.  
They come from having your operation under control and wanting to stay ahead.  
You don’t wait for a crisis, you build the visibility that prevents one.  

When you only ask for data because there’s a problem,  
you’re already late.  

When you want certain reports every week, even when everything looks “fine”  
you’re telling everyone:  
“I intend to run this operation, not be surprised by it”  

If you don’t understand this simple difference between need and want,  
you’re not ready yet to be an Operations Manager.  

You’re still a firefighter.  
And operations leadership is not about putting out fires.  
It’s about preventing problems and generating revenue.

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Sahil Mansuri

Paolo Papandrea

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The Battle

Sahil Mansuri

Paolo Papandrea

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