Author Archives: Larry Janis

Regional Sales Leaders in Accounts Receivable Solutions.

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Our client is a leading supplier of specialized business process outsourcing (BPO) services that are delivered in our call centers through a diverse workforce across North America supporting clients in multiple vertical markets comprised of banks, energy and utility companies, health care providers, universities, and government organizations. We support the entire customer lifecycle that includes customer acquisition, full loan servicing, delinquency management, and collections utilizing a combination of voice, chat, email, SMS, and interactive voice messaging channels. As a result, employees enjoy the opportunity to grow, develop and build long-term careers in exciting industries, supporting the best brands in business, all while earning tenure with a specialty BPO leader.

 Summary of Role

Senior level sales executive focused on new logo acquisition in the commercial segment of their business (e.g., utilities, financial services, communications, etc.), not government, education or healthcare.  The incumbent is responsible for leading end-to-end sales processes that result in profitable revenue from new logo contracts.. (more…)

Regional Operations Center Lead

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Our client is a leader in global financial BPO services with a strong international network comprising hubs in the USA, Brazil, India, Mexico, Philippines, Singapore and Germany.

Summary

As part of the BPO Global Operations Leadership Team, you will be responsible for the strategic direction and management of the operations for a strategic Fortune 50 client. The jobholder will be responsible for running the site operations while maintaining client satisfaction and driving site profitability. Additionally, this role will also support driving growth and augmenting client relationship across the multiple LoB’s supported by the site.

Responsibilities

  • Provide & implement strategic plans to improve site performance to ensure BPO industry leadership
  • Review & manage operational performance across LoB’s
  • Monitor performance against Service Level Agreements and work with the client to address any performance issues
  • Manage the day to day relationship and contract governance and outsourcing   provider on relevant planning or contract management topics
  • Establish action plans to improve or evolve performance
  • Provide guidance, feedback, and leadership to drive the team to achieve, continuous improvement on all operational, quality, and satisfaction metrics

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Global Service Delivery Director

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Our client is a leader in global financial BPO services with a strong international network comprising hubs in the USA, Brazil, India, Mexico, Philippines, Singapore and Germany.

Summary

The successful candidate will have responsibility for managing the delivery of services to maximize contribution to the success of a major global client. Services include Electronic Payment Services and other Order to Cash operations which include Credit, AR and Collections management, Cash Applications, Billing, and back office finance processing and customer services. (more…)

What is top talent and how is that identified?

As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process.  Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the fourteenth in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question.

 

tom klein

Tom Klein is the Chief Revenue Officer for TSI.  In this role, he is accountable executing TSI’s growth strategy and leading our sales, account management, marketing, partners, e-commerce and product management teams to deliver client performance and profitability. 

TSI is a market-leading provider of accounts receivable management and student loan servicing solutions.  TSI’s global operations are powered by our proprietary analytical algorithms and best-in-class compliance and technology systems.  Our clients include Fortune 100 corporations, national and regional healthcare providers, financial institutions, state and federal government organizations, educational institutions, and small and medium-sized businesses.

Prior to joining TSI, Tom was a Managing Director in Accenture leading their North American BPO practice across 30 industries.  And over the last 20 years has led global sales, client management and portfolios in business and technology services for IBM, HP, Genpact and several mid-size business-technology services firms.

Tom graduated from Illinois State University with an MBA, currently resides in Houston, TX, is an avid fly-fisherman and has a small coffee farm in Costa Rica.   (more…)

5 leadership mistakes even the best bosses make

MarcelSchwantesauthorphoto_79607By Marcel Schwantes

If you think your boss is some freak of nature and you’re the luckiest person alive, I’ll break it to you gently: He or she is human and will make mistakes.

The great ones rise up from their errors by A) acknowledging they made a mistake and correcting a behavior (think humility), or B) acknowledging a blind spot that needs to be addressed, then doing something about it.

Lets dive into a few prevalent leadership mistakes that even the best and smartest leaders tend to make.

1. The mistake of not giving employees a listening ear.
I recently wrote about the powerful business practice of “stay interviews.” Unlike the exit interview, this concept is predicated on listening to employees’ feedback to get fresh insight into improving the work environment that will help retain those valued employees today–not after they have emotionally disconnected and turned in their resignations. Leaders who check hubris at the door and listen authentically in this manner build trust, but even the smartest of leaders have this blind spot where they don’t leverage active listening skills to build and support culture. The message coming across to employees is that they’re not seen as important and part of the family — a critical mistake even for the brightest leaders. (more…)