Consulting/Supervision in Directions: Crisis Management and Change Implementation. Innovation Management. Operational Management. Service Design
Top C-level experts of the Ukrainian tech business in one place. Personally recommended by Vika Prydatko, the #1 recruitment influencer in Ukraine.
Collaborate on specific requests, prepare processes for hiring new specialists, or launch a global company transformation — whatever your plan, VP Team ensures a swift start to collaborative work, supports organizational matters, and is there for any questions.
Consultant: Anna Zabelina
10 years of experience in Tech, online business, and startups — from product and service to international contract services. Markets: US, EMEA, LATAM.
Roles and Functions:
- Continuous Improvement Lead/Head of Process Excellence in an international tech company
- Head of Customer Care/COO in a product company (performed COO functions as the department was essentially a company within a company)
- Director of Digital CX and CX Excellence in an international tech company, later promoted to Director of Strategy and Innovation
Teams: 80+ people
Most Recent Role: Director of Strategy and Innovation. Key responsibilities included formulating the company’s new service portfolio (BPO + ITO), reorganizing processes according to the new service model, and executing change management. Served as project manager during the merger of an acquired Ukrainian IT company into an international BPO company.
Consulting Experience: Developed a strategy for launching a new service line for an international IT outsourcing company. Provided consulting on process optimization in B2C sales, technical customer support, billing, and retention.
You can engage in short-term consulting or long-term supervision in the following areas:
— Crisis Management and Change Implementation:
Business crush test. Testing your business processes and strategy for resilience under external pressures and internal demands. Conducting business resilience tests and assessing your company's readiness for crisis situations and rapid changes. Identifying potential vulnerabilities, developing strategies to address them, and ensuring stability and resilience in the most challenging circumstances.
Implementing new processes after company reorganization (2000+ people, 11 offices worldwide) — restructuring reporting lines from middle management to C-level, setting up KPIs/OKRs, organizing working committees, standardizing processes across locations to improve operational and financial efficiency.
Integration of companies post-M&A, including developing a project plan for integration; communication strategy with both companies and key stakeholders and sponsors; moderating collaboration among working groups — legal, marketing, sales, account management, IT infrastructure, HR, recruitment.
— Innovation Management:
Developing strategies for digitalization and innovation within company processes (evaluating existing platforms, their native capabilities for optimizing operational processes — Slack, Jira, Confluence, ClickUp).
Developing strategies for innovation and expanding the service portfolio through AI implementation, formulating new service lines, and creating roadmaps for process alignment with new service lines.
Managing third-party partnerships to enhance the service portfolio through white-label solutions, including evaluating potential benefits of partnerships, contracting, business and technical implementation on the client side, negotiating favorable collaboration terms, developing ROI calculators for financial evaluation of AI implementation and optimizations, and creating pitch strategies and materials for AI implementation on the client side.
— Operational Management:
Supporting the opening of a new office within Ukraine, from finding premises to setting up infrastructure to support business operations during power outages and ensuring employee safety.
Auditing process efficiency for financial optimization to increase service margin.
Creating bonus systems, performance management plans, and performance review systems for teams ranging from 5 to 80+ people.
— Service Design:
Building the service delivery lifecycle and adapting it according to business needs based on the type of services, business size, and process variability. This will help clearly understand the customer journey from the sale to the first interaction with the client, identify process gaps, and standardize the approach based on business strategy. Helping simplify SDL for small and medium businesses or systematize it for Enterprise-level clients.
You will benefit from working with Anna if you are:
- An outsourcing company looking to understand how to expand its service portfolio
- An IT company undergoing/planning to undergo an M&A process (from the acquirer’s side) and needs to formulate a collaboration and change management strategy
- An IT company with up to 50 people looking to improve financial efficiency through process and organizational structure optimization
- An IT company (50 to 1000 people) undergoing structural changes and needing a crisis management/change management strategy
Cases:
A client (international outsourcing company) requested consulting on creating CX teams. The prospect was a European company entering the market with a product in the fully integrated digital media products niche. The initial request was to establish a CX team of 3 people ($9,000). During discussions, it became clear that they lacked the infrastructure for launching the team, lacked a CRM platform, and had not set up interaction processes with other teams, as well as a request for process optimization using AI.
Anna and her team developed a consultancy plan that included customer journey mapping, CRM platform implementation and customization for the client's processes, and creating a self-service through a knowledge base, AI chatbot, and AI co-pilot. The project plan included detailed stages, tasks, and sub-tasks with approximate timelines, involved specialists, and the number of hours required for each sub-task.
As a result, a proposal in the form of a project plan was created, and the initial check amount grew from $9,000 to $40,000, with further increases to $70,000.
The task was to audit the processes of two teams that had grown disproportionately compared to client requests, which, according to Regional VPs, significantly inflated the budget for maintaining locations (EMEA, LATAM, PH, US) and reduced service margins. Over three months working with the directors of these teams (Process Excellence and L&D), Anna and her team concluded that workload was unevenly distributed among team members, the interaction process between teams and with clients was not standardized, and the level of training for people in similar roles varied. As a result, the workload per team member was optimized by assessing the time required for completing tasks or typical projects, leading to a redistribution of workload (some had 180 working hours per month, while others worked 95 hours per month). A change in the business model related to the work of these teams was also proposed. As a result, expenses were optimized by an average of 25% per month, amounting to ±$20,000.
An international BPO company decided to add ITO services to its service portfolio by acquiring a Ukrainian IT outsourcing company. The request was to support the integration process, including developing a project plan with a 5-month timeline, a communication strategy for both sides, separately for key stakeholders, forming and coordinating working groups for various work areas, and developing a new organizational structure post-merger. A project plan was created with 3 phases (preparation and strategic alignment, core process integration from the stakeholders' perspective, integration of people management processes), a communication strategy involving key players from both companies for internal and external clients, sponsors, and several iterations of the new organizational structure covering key business requests and allowing gradual implementation of changes.
