Head of Operations | Tech & Digital Platforms

I lead commercialization strategy for Enterprise and MSME segments, translating more than 20 merchant and partner requirements per quarter into deployable payment and financial-service solutions. I structure pricing and commercial viability models for enterprise deals with an aggregate pipeline exceeding PHP 800 million.

I built more than 10 segment-specific commercial models and go-to-market frameworks, reducing new-vertical launch time from 12 weeks to 4 weeks. I also authored industry playbooks used by more than 200 sales representatives, led the rollout of four payment-device SKUs, and built a six-person presales and solutions team with a structured onboarding process that reduced ramp time by 50%.

I owned company-wide operations strategy for nationwide expansion, scaling Metromart's coverage from 6 to more than 30 cities in 12 months. I unified Customer Service, Business Development, Account Management, and B2B Sales into one growth-focused operating function of more than 50 people.

My work drove 60% revenue growth in 12 months, digitized more than 10 core workflows, and improved conversion and retention by 80%. I also rebuilt the customer experience operating model, increased NPS from 4 to 8, reduced average handling time by 50%, shortened partner onboarding from 30 days to 14 days, and lowered operating costs by 30%.

I centralized global sales operations for Sonesta Hotels across more than 500 properties. I replaced manual processes with a SharePoint hub that was adopted by more than 300 sales managers.

I built a centralized RFP process for corporate teams, reducing proposal turnaround time from 30 days to 15 days. I also delivered SOPs and live training to more than 50 stakeholders across four regions, reaching full adoption within three months.

I built operations infrastructure, policies, and process systems from the ground up to support US-based corporate sales enablement client programs. I established scalable operating practices for program delivery and compliance.

I recruited and trained a 30-person operations team, achieving full regulatory compliance and delivery targets within three months of launch. I also led cost optimization across client programs, reducing delivery costs by 25%.

I led luxury and voice sales and service teams of more than 120 employees. My focus was on performance management, customer experience, conversion improvement, and operational delivery.

Under my leadership, the teams exceeded conversion targets, improving conversion performance from 30% to 45%. I supported coaching, quality management, and sales effectiveness across the departments.

I delivered performance analytics and business intelligence reporting that informed revenue strategy across four regions. I supported global operations teams by identifying and resolving cross-regional bottlenecks.

I designed global Sales Operations dashboards and policies adopted across four markets. These standardization efforts improved KPI visibility and reduced reporting time by 40%.

I developed global reporting tools, performance dashboards, and training materials used by more than 200 sales staff across four markets. I supported sales effectiveness through reporting, analytics, systems support, and training delivery.

I was a core team member for the global rollout of IHG Javelin, a Salesforce CRM implementation, across four regions. I helped drive user adoption from zero to full adoption through systems training and enablement.

I held training and customer service roles across APAC Customer Services, VXI supporting Western Union, and Teletech. My responsibilities included frontline customer operations, training, and workforce performance support.

I created training curricula, onboarding modules, and performance-improvement plans for customer service teams. These early roles built my foundation in service operations, coaching, and customer experience management.

Bachelor of Science in Marketing.