Ced Lorenzo

Lead global change management strategy across multiple lines of business, driving governance, visibility, and execution of client-driven initiatives across APAC, EMEA, and Americas. - Own end-to-end change governance, from intake to rollout, ensuring consistency and accountability across sites - Design and manage global tracking and reporting frameworks, providing leadership with clear visibility on status, risk, and priorities - Partner with Operations, Training, QA, WFM, and Client stakeholders to align on readiness and execution - Drive early risk identification and cross-functional coordination to prevent delays and operational impact - Lead global forums and stakeholder alignment to reinforce standards and improve execution discipline - Establish scalable playbooks and processes to mature the global change management function Impact: Strengthened global alignment, improved execution consistency, and enhanced visibility into change performance and risk across the organization

Led site-level change management, driving structured intake, coordination, and rollout of client-driven changes across multiple lines of business. - Owned end-to-end change management at site level, from intake to implementation and post-launch stabilization - Partnered with Operations, Training, QA, and WFM to ensure readiness and effective execution of changes - Acted as primary liaison between client and site teams for all change-related initiatives - Established tracking and reporting mechanisms to provide visibility on change status, risk, and timelines - Drove adherence to change governance, ensuring clear communication, accountability, and timely execution - Identified risks and dependencies early, coordinating cross-functional actions to prevent operational impact - Supported training alignment and rollout planning for changes with operational or policy impact Impact: Improved change visibility, strengthened execution discipline, and enabled smoother, more consistent rollout of client-driven initiatives at the site level

Led end-to-end operations for a major U.S. tech client, launching the program from inception through BAU and scaling it into a multi-LOB operation with full ownership of delivery and support functions. - Scaled the account to ~250 HC across 3 lines of business - Owned full operational leadership across Operations, Training, Quality, and Workforce Management - Built team structures, hiring plans, and leadership bench to support rapid growth and sustained performance - Drove service delivery, quality, and KPI performance aligned with client expectations - Acted as primary client partner, managing stakeholder relationships, escalations, and strategic alignment - Established operational processes, workflows, and reporting frameworks to enable efficiency and visibility - Led cross-functional readiness for program launches, transitions, and expansions Impact: Successfully scaled a complex program from launch to steady-state operations, stabilizing performance, strengthening operational structure, and building a foundation for continuous improvement and long-term growth

Built and led a standalone sourcing function, separating it from traditional Talent Acquisition to create a dedicated pipeline engine supporting recruitment at scale. - Established the sourcing function from the ground up, defining structure, roles, and operating model independent of end-to-end recruiters - Built and led a sourcing team focused on proactive candidate generation across multiple channels - Designed and implemented sourcing strategies to consistently feed qualified candidates into Recruitment pipelines - Partnered closely with Recruitment to align on demand planning, profiles, and pipeline requirements - Developed tracking and reporting frameworks to monitor pipeline health, conversion, and sourcing effectiveness - Introduced scalable processes, tools, and outreach approaches to improve efficiency and candidate flow - Optimized channel mix (job boards, referrals, outreach, and alternative sources) to increase reach and quality of applicants Impact: Transformed sourcing into a dedicated, scalable engine, improving pipeline consistency, recruiter efficiency, and overall hiring outcomes

Led non-English customer service operations, managing large frontline teams and driving performance, quality, and client alignment across multiple programs. - Managed 8–10 Supervisors overseeing ~120–150 agents, ensuring consistent service delivery and KPI performance - Drove daily operations, performance management, and coaching frameworks to improve team productivity and quality - Built supervisor-facing frameworks and tools to simplify performance analysis and identify agents requiring targeted coaching - Led business reviews with client stakeholders, presenting performance insights, trends, and action plans - Partnered with Training, QA, and WFM to improve readiness, scheduling, and overall execution - Managed escalations and operational risks, ensuring timely resolution and minimal client impact - Implemented process improvements to enhance efficiency, reporting clarity, and team effectiveness Impact: Strengthened operational performance, improved supervisor effectiveness through structured frameworks, and delivered consistent service outcomes across multilingual teams

Led end-to-end implementation of new client programs across APAC, owning the full lifecycle from pre-sales through post-go-live stabilization. Managed RFP responses and timelines, supporting solutioning and client presentations to secure new business - Led program launches from contract award through go-live, ensuring readiness across Operations, Training, QA, and WFM - Built and executed detailed project plans, aligning cross-functional teams to meet timelines and client expectations - Acted as primary point of contact for clients during implementation, managing communication, risks, and escalations - Drove transition from implementation to BAU, ensuring performance stability and operational readiness post-launch - Coordinated multi-country deployments, aligning regional teams and stakeholders across APAC markets - Established governance, reporting, and tracking frameworks to ensure visibility and control throughout the project lifecycle Impact: Successfully delivered multiple client launches from inception to stable operations, strengthening client trust and enabling scalable growth across the region

- Provided support and recommendations to management for improving processes, policies and procedures to help operations in meeting objectives - Efficiently managed call volume and labor resources to achieve Service Level, AHT, Schedule Adherence, Abandon Rate, Occupancy - Monitored call centers through various internal and external platforms - Monitored and adjusted statistical reports through real time displays and technical equipment, utilized cost benefit and what if analysis - Conducted daily meetings with senior management and clients to discuss performance and strategies to meet metric goals - Instructed new team member training and facilitated transition of new analysts from training to actual work environment Achievements: - Implemented WFM training structure resulting in quicker speed to proficiency for Command Center new hires. - Maintained operational relationships internationally, with Center Operations and support groups and recognized for the ability to drive results - Service Level and occupancy improvement on a consistent basis in one quarter by taking ownership of the project and driving improvement where needed. Promoted team work between OPS, Scheduling, and Command Center (Built strong, positive relationships with cross-functional teams throughout the organization)