The Journey Begins

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The Journey Begins
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People
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We Were Changing

• From a direct seller of airtime service (MVNO)
• To a channel sales model through carrier partners
• We were about to get very busy and quickly

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The Work Was Changing

• It was coming indirectly through partners, so we
  had to provide better support than they did
• Direct customers were getting more experienced
• Our people on the phones werent the right people

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We Had Three Things To Do

• Change the types of people we were hiring
• Create an engine to hire the people
• Offset the hiring costs by offering a direct,
  for-fee, support program

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The For-Fee Service Conundrum

• Some customers
• Were willing to pay to stay direct
• Were looking for a premium level of service
• Didnt want to pay for what was previously
  offered at no cost

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Three Years Into The Journey

• People were more skilled
• TSupport existed with several thousand customers
• The engine was working - we had quadrupled the
  size of our team

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People
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The Potholes
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Potholes

• People
• Service
• Technology

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People

• Waterloo and UK teams were still disconnected
• No presence in AsiaPac
• Regional and disjointed management responsibility
• Diminishing labour pool and space constraints

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Service

• It was designed primarily for North America
• Using the TSupport name was a problem in Europe,
  we used Technical Support Services instead
• Unable to market program globally with two
  different names

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Technology

• We had one system in the UK and one in Waterloo -
  they were not connected
• Work was assigned based on where you were, not
  who you were

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The Bottom Line
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We Went To AsiaPac

• The need was clear
• The obvious location.India
• We started with business objectives and
  desired outcomes

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We Set Out Our Criteria
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We Evaluated Potential Locations
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We Chose Singapore

• Costs estimated to be 3-4 more than Malaysia
• Operational advantages justified cost
• In fall of 2004 we established operations in a
  temporary facility

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People
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But Were We There Yet?

• We still didnt really have a global strategywe
  had a collection of regional strategies!
• A collection of regional operations does not
  constitute a global operation

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We Regrouped

• How do we need to be structured?
• How do we connect the teams?
• How do expand our labour pool?
• How do we adjust services?
• How do we adjust systems?

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Objectives For New Structure

• Must help connect the teams
• Must be global
• Must address disjointed management
• Must group similar functions under common
  management

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New Global Structure Nov. 2005
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Reconnected The Teams

• People with similar functions were grouped
  together
• Personal relationships are key
• Understand the cultures

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We Found New Labour Pools

• Ads and job fairs further away
• Realized we needed a new support centre
• New support centre Halifax, Nova Scotia

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Adjustments To Service

• Must be able to market program globally under
  single name
• Re-brand
• Must be able to deliver globally and meet
  changing expectations of customers
• Re-fresh

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Adjustments To Systems

• Must be a global system
• Work must be assigned based on who you are,
  not where you are
• Must treat all interactions equally

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Transitioning From Regional
To Global Support
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But Are We Really There Yet?
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Whats Next?

• Multi-lingual support
• Spoke support centres to our four hubs
• Continue rapid growth

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People
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