THE CUSTOMER EXPERIENCE MAGAZINE ISSUE 1 • 2017
The
Innovation Issue ❯❯ Practical ways to drive agent engagement ❯❯ Organizational success in seven steps ❯❯ Don’t fall into these privacy traps ❯❯ Innovations in storage ❯❯ The key to disrupting the contact centre industry
The innovation issue
Practical ways to drive agent engagement Q: What can agents do to respond to abusive customers? David Tsang, director of customer care, Elte
Anu Aduvala, director of customer service, Toronto Parking Authority
Shai Berger, co-founder and CEO, Fonolo
By Mike Aoki
F
or agents to deliver their best, they need to feel engaged and dedicated to your organization. What does it take to fully engage your front line team? The Greater Toronto Area Contact Centre Association (GTACC) and Fonolo held a joint webinar on January 26, 2017 to find out! Sangeeta Bhatnagar, GTACC chair and principal consultant at SB Global, moderated this event. She interviewed David Tsang, director of customer care, Elte; Anu Aduvala, director of customer service, Toronto Parking Authority; and Shai Berger, co-founder and CEO, Fonolo to find out how they drive agent engagement. The following are highlights of their conversation.
2 | contact management
Q: In reference to a recent Toronto Star newspaper article titled, “Call centre workers speak out about abuse by public,” what can leaders do to support their agents? David Tsang thinks “being part of the contact centre community, we have the responsibility to talk about this and create much needed awareness.” He continued: “Employers need to realize when abusive (customer) language is used, it impacts their employees emotionally. It can be very damaging to employee engagement and morale.” Anu Aduvala built upon that idea and suggested leaders, “talk about abusive behaviour and let people know they are supported.”
“Ensure they have a script, so they know what to say” in response to abusive behaviour, Anu says. Include phrases such as, “I really want to help you; however, I cannot continue this conversation if you are going to be abusive.” She does not recommend having a process whereby an agent has to disconnect on a customer since they usually call back even angrier. Instead, “Always have a plan” for abusive behaviour, such as an escalation queue where the call is transferred to another, more senior agent. Another tip is to provide proper tools and training. David’s department brought in an external trainer who advised, “don’t push back against angry people. Do not get into an argument with them. Instead take a step back and provide a warning (about abusive behaviour.)” A separate suggestion, for departments that do not have an escalations queue, is to give one or two warnings regarding abusive behaviour before disconnecting the customer.
Q: How can you develop an agent training plan to deal with abusive callers? “Work with front line employees to develop a plan. They will believe in the plan because they were part of that development,” David advises. He added agents need to know when to escalate a call. “The moment an agent senses the conversation has become abusive or if behaviour does not change after a warning, that is an indicator it is time to escalate to a manager.” While some companies believe the customer is always right, Anu pointed out, “Customers are NOT right to abuse your employees,” however, some abusive interactions can still occur. To prepare them, Anu Issue 1 • 2017
The innovation issue believes in setting her agents up for success during the hiring process. She wants to, “give the candidate the ability to choose if they want to work in an environment that includes (customers who may be upset)” so agents are not surprised by it.
Q: How can we avoid customer rage? Prevention is the best approach. “Listen to your existing employees,” Anu suggested. “They know what is annoying your customers. Many of the things causing customer pain are quick fixes.” Encourage agents to bring those to your attention. Listen and respect their ideas. That builds engagement. Another key, according to David is “continuous improvement of your KPIs [key performance indicators].” The fewer errors you make as an organization, the fewer escalations and incidents of customer rage will occur. You may also need to “fire” a chronically abusive customer in the interests of protecting your agents.
Q: How do you prepare for evolving customer expectations? Shai Berger thinks rapidly changing customer expectations cause anger. “Expectations for customer service are VERY high. They are used to getting very rapid responses and solutions.” Shai recognizes that “there are a growing numbers of channels that customers can interact upon. Voice is getting displaced by these new channels: email, chat, SMS, video, etc.” That means customers may not know what channel to use. So by the time they speak with an agent they are already upset. Seventy-six per cent of respondents in one survey said, “just one unpleasant contact centre experience is likely to make me take my business elsewhere.” Two of the biggest customer frustrations are long waits on hold and boring hold music. That just makes them angrier, so when they finally get an agent they are enraged. Another survey found 63% of customers prefer getting a callback versus waiting on hold. Therefore, that type of technology can help reduce anger.
Q: How do we engage our agents? Anu’s secret: “Listen to your agents. They want to talk to you. Eat with them in the lunch room. Get to know them
Issue 1 • 2017
Seventy-six per cent of respondents in one survey said, “just one unpleasant contact centre experience is likely to make me take my business elsewhere. as individuals. They will naturally bring up ideas and concerns about the company, as they feel more comfortable with you.” When it comes to listening, David says “consider including the voice of employees” on potential changes. You can use an employee council, employee surveys or interviews to capture their ideas; however, that is only the first step. You need to actually do something with their feedback. David notes that “employees will become quiet and disengaged if they can’t see any action.” Instead, incorporate their ideas and make changes. Communicate those improvements to your employees and include the results so they know they make a difference. That will increase employee engagement Q: How do we keep agents motivated and excited? The key according to Anu is “ensuring your leaders have the right training and skills to keep your agents motivated. We are failing midlevel managers unless we give them the tools they need to keep agents engaged.”
Q: In summary, what are the key lessons for contact centre leaders? 1. Ensure employees feel supported and safe at work; 2. Deploy regular agent and leader training to help them handle abusive customers; 3. Focus on the voice of the employee and do something with the information you gather; 4. Be visible and available, while always listening; and 5. Make sure callers are not enraged, so your agents will stay engaged. Mike Aoki is the president of Reflective Keynotes Inc. (www.reflectivekeynotes. com ), a Canadian training company that helps contact centres improve their sales and customer retention results. A call centre expert, Mike has been interviewed by the Customer Experience Show and the Globe and Mail. He also serves on the Advisory Council of the Greater Toronto Area Contact Centre Association (www.gtacc.ca ) and was master of ceremonies for four of their annual conferences.
contact management | 3
The innovation issue
Organizational success in seven steps By Casey Kostecka
B
uilding and maintaining successful organizations is no small task. As the tentacles of the business expand into new and different areas, this task becomes exponentially more urgent and difficult. There are seven areas in particular that, when identified and examined, allow business leaders and entire teams to focus energy and resources on the right aspects of the business at the right time. The process starts with a comprehensive gap analysis of seven critical components of the business—targets, talent, techniques, training, tools, temperament and tracking— comparing the current versus desired state. Once the gap analysis is complete, leaders prioritize next steps and actions using the “Priority Matrix,” which ranks tasks based on impact and urgency. We call the entire process the 7-T Success System, and this is how it lays out. Targets: The first thing a leader must understand and communicate are the goals (or targets) of the organization. For a sports team, that may involve winning every game, making the playoffs, winning more games than last year, etc. A company’s targets may be to turn a profit for the first time, beat last year’s revenue by X per cent or develop five new products. Perhaps it’s all three. Clarity of goals will ensure alignment and the most efficient use of human and capital resources. Techniques: Organizations utilize many techniques to reach their targets. Sports teams have a playbook and for every play each team member executes on those trained techniques, whether it’s passing, blocking, catching or running defense. Businesses utilize trained techniques as well. They are marketing, branding, sales, customer service, budgeting, disaster recovery, testing, etc. By continually analyzing and improving all techniques within the organization, the organization gives itself the best chance to “win.” Talent: Organizations must ensure they have the right people in the right positions and that those people have the skills and experience necessary to execute the techniques. One example of a talent “best practice” is establishing a succession plan for each key position. Too many organizations are caught off-guard when key personnel leave the organization and waste months or even years filling the talent gap. Structure around the talent component of the 7-T System drives its success and involves: • Organizational composition (how many employees are needed at each position); • Recruiting, screening and hiring; • Key staffing ratio management (CSR to Supervisor, CSR to QA, etc.); • Succession planning ; and • Exit interviews (given by a third party and reviewed internally). 4 | contact management
Training: Once the right talent is in place, then the organization must train each individual and work group on the techniques identified for success. And training goes deep in the bench. Champion sports teams ensure that not only are the players trained throughout the year, but so are the coaches, front office personnel, support staff, etc. Business enterprises should also commit to a training schedule that teaches each person the proper techniques. Tools: Tools are the physical things that employees use to execute many of these techniques. For sports teams, it takes the form of equipment, training facilities, stadium, etc. In business, think of the facilities and offices, computers, phones, printers, delivery trucks, packaging materials, etc. The best companies, like the best sports teams, invest in state-of-art equipment and facilities. Temperament: Every winning team and organization has a very distinct, positive and reinforced culture. Characteristics of “winning” temperaments include high expectations, trust, participation, accountability, ownership, dedication and hard work. Winning organizations go to great lengths to form, define, communicate and reinforce their desired culture in every interaction with internal and external stakeholders. Tracking: The last component of the 7-T Success System ensures each of the other “Ts” is being executed as desired. To stay on course, it’s important to track the collective performance of the organization versus each separate component (or “T”). Successful sports teams have learned that tracking and analysis are necessary for peak performance. Tracking within the 7-T Success System involves these three steps for each area: 1. Identify all the components that make up that area. For example,
if you’re working on Tools, make a list of the tools your organization has currently. This may include: office parking, office security system and/or personnel, telephone system, agent computers, training facilities, break room and restrooms. 2. Conduct a gap analysis for each “T” area using a chart that includes component (e.g. agent computers), current state (outdated, slow), desired state (current tech, speed), actions to bridge gap (purchase new) and cost to bridge gap ($1,200/ agent). 3. Assemble your 7-T Success System project team and prioritize the action items in the chart, based on the highest impact and urgency. By identifying the composition of each of these seven areas of business, companies can build from a common understanding and end goal in mind. Peter Drucker said, “There is nothing so useless as doing efficiently that which should not be done at all.” Perhaps the greatest positive impact on an organization using the 7-T process is the heightened level of focus, awareness and engagement that the process inherently creates in everyone involved. Casey Kostecka is chief business development officer for Convergent Outsourcing Inc., a customer engagement outsourcing company that delivers the people, processes and technology to improve efficiency, ensure compliance and increase customer satisfaction and lifetime value for our clients. Our contact centre solutions support customer acquisition, customer care and retention, welcome programs, accounts receivable, back office processes, crisis response and other critical communications. Casey may be reached at ckostecka@ConvergentUSA.com.
Issue 1 • 2017
The innovation issue
Don’t fall into these privacy traps By Sachin Kothari
T
here are no shortage of headaches for call centre managers. Finding and retaining staff, optimizing efficiency and keeping clients (external or internal) happy never takes a day off. If you’ve been paying attention to the papers, though, you know that privacy is becoming a constant concern for any organization handling customer data. With everything else going on, the last thing you need is a privacy incident to harm your customers or your firm’s reputation. Your call centre might even be doing some breach remediation work. You wouldn’t want to jeopardize that by having an embarrassing breach yourself. So, it’s important to know where a call centre’s vulnerabilities are and how to prevent them.
Social engineering Terms like “phishing, “spearphishing,” and “whaling” all refer to the practice of data thieves tricking employees, even high-level employees (the whales!), into giving away important information voluntarily. While it’s tempting to view “hackers” as devious geniuses behind high-powered laptops, it really only takes a simple phone call to get some unsuspecting employees to hand over a user name and password or other compromising information. That’s why enormous effort must be put into training employees to stick to clear and direct policies about how information is handled, and to think critically about what it is they’re being asked to do for a customer. Because you’ve also likely trained these employees to provide great customer service, sometimes their good intentions can have bad results. Maybe an “important” client calls up and tells you he wants to make some adjustments to his account. Right in the middle of verifying his identity, he says he’s got to rush away to an important call and tells you his secretary will finish up. Well, no, of course she doesn’t know her boss’ password, but you just heard him on the phone, right? It’s hard to fault an employee’s instinct to be helpful. This is an important client! It’s vital, however, that you drill your employees with these kinds of scenarios and emphasize the importance of verifying identity to the letter of the policy. Criminals are smart. If you give them just a little crack in the door, they’ll walk right in.
Who can see what? Call centre employees need to write things down. It’s a part Issue 1 • 2017
of the job that will likely never go away. My question: Is there a policy in place for destroying that piece of paper? Do employees know to shred all their paper notes at the end of a shift? If not, the janitorial staff could be selling access to your network to the highest bidder. Ideally, you’ve got a janitorial staff that’s also been trained to identify and destroy compromising information, but these are often third-party vendors. What’s your contract with them look like? Does it require that they be trained in information handling? Tech solutions can help here, too. You may have software that redacts information based on role and scenario, so you can limit the amount of information an employee sees in the first place. Use it.
Procedures for escalation Maybe the biggest issue I see in the industry, however, is a lack of good planning on what to do should something bad actually happen. Say your employee gets a call from a customer in a panic, saying someone accessed their account, or someone is using their phone to make phone calls: What do they do? Often, a call centre representative doesn’t know to whom to report the incident. The breach people all say the same thing, though: Speed is of the essence. The faster the security folks know something is wrong, the faster they can do something to mitigate it. Just one customer with a breach could mean there’s something else brewing, or a systematic style of attack you can see coming. Unfortunately, it usually takes many of these smaller individual issues before someone realizes there’s
a bigger problem that needs to be addressed. It’s vital that all employees, from the frontline staff to shift managers right up to the chief information officer know what the response plan is. Letting information fester in the wrong hands is a great way to turn a small problem into a big deal.
Conclusion This is just the tip of the iceberg. There are whole books on this sort of thing. And I’m hoping you’ve got auditing capabilities already and smart procedures in place for screening potential employees to make sure they are who they say they are. If not, do that, too! People make mistakes. Data sometimes seems to move of its own volition and accord. That’s why I recommend extensive and regular training. When everyone knows what to do right away and they are encouraged by management to know the drill, good privacy policy becomes second nature and bad actors move on to softer targets. Sachin Kothari, CIPP/US, director of online privacy and compliance at AT&T, is a subject matter expert in corporate privacy practices. His team of privacy practitioners manages privacy and compliance for the company’s consumer and business product-focused e-commerce operations. Mr. Kothari brings 13 years of experience in privacy with a digital focus. He instituted a Privacy By Design program that brought the company on the forefront of a resilient and flexible privacy framework that can meet data protection regulations around the world and allow marketing and sales to function with transparency.
contact management | 5
The innovation issue
Innovations in storage
By Jim O’Reilly
A
fter three decades of boring incremental improvement, storage is exploding with new ideas. The old workhorses, such as RAID arrays and NAS filers, are being supplanted by new approaches, new interfaces and, above all, by solid state storage and the cloud. From a customer perspective, this is like getting an upgrade from a Ford to a Ferrari, but there are all sorts of implications for data centers and computer systems. Let’s take a look at the leading edge of storage today!
Hardware There are several macroscopic trends occurring. We are leaving the RAID SAN era, replacing arrays with small appliances containing a mix of solid state and hard drives. These are somewhat transitional, insofar as a move to all-flash solutions is now
6 | contact management
Issue 1 • 2017
The innovation issue occurring rapidly. Typical all-flash arrays are super fast and offer performance in the millions of IOPS. At the same time, SSDs are supplanting the enterprise hard drive in servers. The advent of all of this performance means that servers can support a heavier workload. This punctures the myth that SSDs are more expensive than hard drives. Actual prices are close to parity for enterprise drives, while the performance and reliability difference leads to a reduction in required server count that more than offsets any SSD premium. 2017 will see an explosion in SSD capacity as 3D NAND takes over from current unilayer solutions. Vendors are already talking up 60 and 100TB capacity drives, though these are likely to be in the 2018 timeframe. When they arrive, only the most reactionary IT operations will continue to buy hard drives. Other storage devices of note are the new NVDIMMs. Having a persistent main memory in a server has long been a goal and these flash-based products are already changing systems design. Used as a DRAM extender, they make in-memory systems more affordable but they also allow new solutions such as systems with a sub-second restart capability to be created. The technology of NVDIMMs and DRAM is evolving extremely quickly and the next year will see very large capacity NVDIMMs, reaching into the 10TB range or more. New interfaces are in the offing, based on the Hybrid-Memory Cube approach, where the DRAM bus becomes serial and massively parallel. The aim is to move bandwidth up to one terabyte per second, while cutting memory and CPU power usage by a big factor. First products are expected within months. In the networking area, Ethernet with RDMA is fast becoming the preferred connection scheme for networked storage. Fibre-Channel is also adding an RDMA capability to its bag of tricks, but the result, with a move from SCSI to NVMe, looks so different from old FC that one must ask if Ethernet, with a long track record in RDMA, isn’t the best solution. Both RAID and SAN are seeing a market decline as the migration to the all-flash appliance gathers speed.
Software On the software front, we have several notable trends. First, we have the move to open-source storage software. Ceph is the best example recently. Coupled with both open-source and unbundled commercial code, COTS hardware is driving appliance prices downwards. We are moving towards software-defined storage (SDS) which will uncouple data services from platform hardware and in the process should commoditize most storage. SDS is very much in response to the server and networking automation deriving from cloud technology. Within five years, large datacentres will employ a full orchestration system that allows users to control their provisioning and costs. Most operations will use prestructured templates and conform to policies set by central IT admin.
Cloud storage SDS is a virtualized environment, so it will add a new dimension of scaling agility to IT. As such, it is a natural segue into discussing the impact of the cloud on storage. We originally deployed cloud storage as a slow-access archive or backup solution. This is no longer the case, as improvements in security and the obvious cost and agility Issue 1 • 2017
The five year horizon looks to me to be built around solid-state, Ethernetconnected small appliances, running a hyper-converged environment. advantages of the cloud approach have made the cloud business proposition irresistible for large parts of the workload. In fact, most big datacentres are embracing the hybrid cloud approach to get cloud advantages even with in-house computing. Companies like ClearSky and Zadara are addressing the performance issues across the public-private storage boundary in the hybrid cloud. Their solution is to use the cloud as a portable primary storage and use highly cached gateways to access that data from in-house servers, which is the inverse of what many thought would be the optimum solution. One key in these offerings is that data moving into the cloud is deduplicated and compressed. This is compute intensive so hardware/ software acceleration is in the pipeline. The result is significant reduction in network traffic and raw storage used, resulting in big savings in costs and time to transfer the data. As we look out a little further, the first viable alternative to flash is going to appear in six months or so. This is the Intel/Micron 3D X-Point solution. This is a phase-change memory product that provides byte addressability. While the code needed to drive byte addressability is likely to be out in 2018, the concept of a DRAM-like interface to persistent memory using single CPU instructions for a registermemory operation is a major game changer. Now I/O operations can be achieved in nanoseconds, rather than executing the thousands of instructions that make up existing file stacks.
Hyper-converged systems
the same product (a result of COTS technology), we have a distributed storage model where the drives are in each server node and shared over the cluster network. These networks have moved to RDMA Ethernet solutions and are driving the move to 25GbE single and 100 GbE quad-link solutions. Storage management is also changing. Automation is the watchword, as the agility issue in a containerized world press for answers. We are seeing the start of orchestration tools and the onset of SDS approaches. These will really pick up pace in 2017 and in 2018 will be the solutions of choice for clouds and clusters. The five year horizon looks to me to be built around solid-state, Ethernet-connected small appliances, running a hyper-converged environment. Servers will use NVDIMM type memory for the fastest storage tier and either very fast NVMe SSDs (for primary storage) or very large 2.5 inch SSDs for cold/cool storage. Jim O’Reilly has been an executive at a number of corporations and startup companies. Recently, he was vice president of engineering at Germane Systems, creating ruggedized servers and storage for the U.S. submarine fleet. He has also held senior management positions at SGI/Rackable and Verari; was CEO at startups Scalant and CDS; headed operations at PC Brand and Metalithic; and led major divisions of Memorex-Telex and NCR, where his team developed the first SCSI ASIC in the industry, now in the Smithsonian. Jim is currently a consultant and writer, focusing on storage, infrastructure and software issues. His book on the future of storage, Network Storage, has just been published.
Another major innovation is the hyper-converged system. Realizing that servers and the new compact storage appliance are essentially contact management | 7
The consultant’s corner
The key to disrupting the contact centre industry By Emily Nielsen
L
ast year was the year of “disruptive” technologies. Trending technologies like cloud, analytics, SIP, self-service, voice biometrics and omnichannel were all the buzz; however, I had to ask myself, are these technologies truly disruptive? To answer this question let’s define what disruption is. According to Merriam-Webster’s dictionary, “to disrupt is to interrupt the normal course of.” Disruption is a radical change. So, are these technologies interrupting the normal course of the contact centre? Have they radically changed our field? It is my opinion that these technologies aren’t disruptive. Rather, these technologies are driving the contact centre through its normal course of evolution. 8 | contact management
My opinion aside, history has shown that radical change within our field will come from something else. So, according to history, what exactly will it take to radically change the contact centre industry? The answer to this question can be found in the accomplishments of three men who truly challenged and disrupted the status quo. Let’s begin with a lesser-known university dropout who recently and radically altered one of the biggest industries in the entire world.
How an engineer and a nuclear physicist disrupted the taxi industry Meet Travis Kalanick. A computer engineer and programmer who dropped out of the University of California to launch the now obscure Red Swoosh, a peer-to-peer file sharing service. After Red Swoosh’s demise, Travis set out with a fellow co-founder and a think tank composed of a nuclear physicist, a computational neuroscientist and a machinery expert to fundamentally change the entire transportation industry, worldwide. Issue 1 • 2017
The consultant’s corner practitioner of Zen Buddhism. A man who, like Kalanick, dropped out of college. Unlike Kalanick, this man had very little technology “know how.” Rather, his “know how” appears to be rooted in spiritual enlightenment (he spent seven months in India looking for it) and, at one point, experimenting with psychedelic drugs. Despite his counterculture ways, this man would go on to challenge IBM and change the computer industry forever. His vision for an affordable personal computer with a simple design and ease of use—an idea which partially came from the teachings of Zen Buddhism—was, at the time, radical. If you haven’t guessed, I’m talking about the co-founder of Apple Inc., Steve Jobs. Who in 1977, with Steve Wozniak, launched the first successfully mass-produced personal computer: the Apple II. The key to disruption here can be traced back through Steve’s counterculture thinking and unconventional ideas of the time. Like Travis, Steve was an outsider who challenged and radically changed what was the predictable course of the computer industry.
An illegitimate son who disrupted Europe in the 15th century
And that’s exactly what they achieved when they created the peer-to-peer transportation app known as Uber. Now, I want to point out that none of these men identified themselves as taxi drivers or taxi company owners. They were complete outsiders. Their disrupting idea (Uber) created such disruptive competition that taxi drivers, taxi company owners and world governments protested, filed class-action lawsuits and even went so far as arresting Uber executives in France. That’s radical. That’s disruptive. And what it took was a group of outsiders to shake things up! The idea of Uber wasn’t conceived inside the taxi industry. It came from the outside.
How Zen Buddhism disrupted IBM The next technology disruption has its roots in a Issue 1 • 2017
This disruptor believed that his greatest blessing was his illegitimate birth. Being born out of wedlock in 15th century Italy, Leonardo da Vinci was barred from attending school and pursuing traditional careers. Left to himself, as a young boy he wandered the woods around the village of Vinci, with pen and paper in hand, drawing in intense detail the beauty of the nature around him. Young Leonardo produced drawings so astonishing that he served an artist’s apprentice at the age of 14; however, unlike his peers, he developed a deep interest in the sciences and crafts: engineering, mechanics, chemistry, sculpture, architecture, hydraulics and anatomy, to name a few. And he learned each field to a depth that equaled mastery. This mastery of the crafts and sciences enabled him to make connections competing artists of the time never made. Essentially, da Vinci became the first of his time to bring the outside subject of science into art. Throughout his life,
he went on producing astonishing works of art Europe had never seen before. Techniques he pioneered allowed him to paint with absolute realism, a feat which was the first of its kind. His masterpieces were so incredibly powerful and unique they transformed the culture of Italy and Europe forever. Because of his unorthodox path in the sciences Leonardo was an outsider—like Jobs and Kalanick—and his outsider’s knowledge permitted him to radically alter the course of European art and culture forever.
The key ingredient required to disrupt History has shown that it usually takes an outsider to disrupt a field. A person with unconventional thinking, expertise and the ability to connect insights from seemingly unrelated subjects. All of these men disrupted by bringing these seemingly unrelated ideas into the areas they radically changed. Kalanick, the computer engineer, disrupted the transportation industry by bringing into it his outsider knowledge of internet based peer-to-peer transactions. Jobs brought his counterculture experiences and beliefs into the computer field to take on the then monolithic IBM with the radical idea of a personal computer. Da Vinci, historians claim, radically changed art by bringing the sciences into it. In short, the key to disrupting the contact centre industry is by taking a look outside. Unfortunately, since we are the insiders we may never get the outsiders’ insights required to fundamentally change it. Until then, the current technologies being developed within the industry will, more or less, continue to drive the contact centre through its normal course of evolution. Emily Nielsen launched Nielsen IT Consulting Inc., one of Canada’s top unified communications (UC) and contact centre consulting firms, in 1999. Carrying an impressive portfolio of 100+ projects and having managed $65 million worth of UC and call centre solutions, she regularly acts as a trusted advisor to some of Canada’s largest organizations. Emily can be reached at enielsen@nielsenitconsulting.com or by calling 519-473-5373.
contact management | 9
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