I turn operational problems into measurable change.
Seven years across SaaS, BPO and marketplace operations, with a background in psychology and international business management that shapes how I read a problem — and how I build the standards, systems and capability that keep the fix in place.
- Based in
- Bordeaux, France
- Open to
- CX, Operations & Transformation — Europe & UK
- Languages
- English native · French A2
How I solve a real operational problem.
A short walkthrough of how I find the real failure point, design the intervention, and make the change stick.
76 seconds · Bordeaux, France
A behavioural lens on operational problems.
B.Sc. Psychology — Covenant University. It is why I read failure as behaviour first and score second.
My background in psychology shapes how I approach change. I look beyond the metric to understand the behaviour, incentives and friction behind it — then design interventions that make the desired behaviour easier to adopt and measure.
Quality was failing and the default answer was more training. I sampled four weeks of failures and split them by cause: 42.5% ownership gaps (agents closing tickets without investigating), 29.5% knowledge gaps and 28.1% interpretation gaps.
The largest driver was not knowledge — it was accountability. So the intervention changed: coaching and governance around ownership behaviour, with training scoped only to the real knowledge gaps. That is the difference between treating a score and treating a cause.
Read the full case →How I listen before I fix.
Every diagnosis starts with the customer's own words, not the dashboard.
Customer feedback is evidence, not just a satisfaction score. I bring survey responses, complaints, support conversations and quality reviews into the diagnosis, look for recurring friction, and connect the pattern to a practical change. The aim is to understand what customers need — not assume every problem needs more training.
From customer feedback to accountable action
- 01
Keep the context
Record one insight at a time: the source and date, the customer’s task, the friction they experienced, and their exact words where available.
- 02
Find the pattern
Group related issues into themes. Compare what customers say with what happened in the interaction before deciding on a root cause.
- 03
Prioritise the fix
Weigh recurrence and customer impact. Connect the issue to a relevant measure, recommend a specific change, and identify who owns the next step.
- 04
Close the loop
Track the action through to completion, review fresh feedback and results, and communicate the change back to customers where appropriate.
A practical feedback record: source → customer task → evidence → theme → impact → action → owner → status.
People I've worked with
Senior leaders and client partners who can speak to the work behind these projects.
Hugo Inc ↗