SIX CORE COMPETENCIESA Proven Framework to Transform Your Customer Experience through Customer Support Optimization
We have identified and defined six core competencies that allow organizations to integrate customer experience into employee engagement and development, unite customer-facing staff with priorities, and inspire value-driven and innovative service. We work with you to introduce, implement and solidify this framework that has advanced customer experience transformations of several companies around the globe.
Creates a view into your current level of expertise against the ideal benchmark, sets the priorities and identifies an action plan.
Determines the level of experience you want to deliver and aligns the team with expectations. Sets the bar.
Merges the outcomes of the first two competencies into actionable, continuous flow. Drives self-sustained improvement within the teams.
Drives education and engagement not only within support organization, but across internal and external stakeholders from the start.
Infuses client feedback into the analytics of complete customer experience. Uncovers why customers stay and why they leave. Exposes opportunities for early intervention and prevention.
Creates an even playing field, paving the path to improving customers' and employees' experience.
Amazon Web Services
Elya is an accomplished executive who gives her all to create organizational excellence supporting strong customer alignment and satisfaction. She was able to achieve a complete transformation of the support teams to not only develop better talent within the team but also win better customer relationships that translated into lower churn, better profitability, driving the opportunity for company growth. Elya lead her team as a business, measuring success focusing on the bottom line. I appreciate the opportunities Elya has give me, and the lessons she taught me. It is my pleasure to recommend Elya as an exceptional Customer Service leader, but also for her vision as a COO or CEO.
Appraiser Aide, Inc.
Elya is an extremely capable person. She has created from scratch a highly organized Customer Support department and manages a large and geographically disparate team of Systems Technicians. She is a student of process improvement and has identified, gathered, and reported on critical metrics that allow for appropriate decisions and direction. She is a voracious learner, always reading and seeking new information to improve herself and her department. She is highly intelligent and seems always prepared. She is adept and managing people, processes and projects. I recommend her in the highest way.
Director of Business Development
Bold Properties Inc.
I worked with Elya for over 9 years and her dedication, her enthusiasm and strong drive are just a few of the qualities she has as a professional, and the list is long. But if that wasnäó»t enough, she has also a human side that makes her a complete package. I consider myself lucky to have worked with Elya for all those years.
Canadian Scholarship Trust
Working with Elya is a rare privilege. We did work together at iWEB where she did undertake the mandate to build a true customer centric approach to support our clients. Right from the beginning she was able to establish her leadership by providing a clear vision and objectives to her team, creating efficient communication among the team and constantly measuring the progress toward those objective. The challenge was everything but easy. With her contagious energy, her rigor and dedication to achieve results; she was able in a short period of time to bring the client services to the next level. I do hope that our career path will cross again.
Chief Marketing Officer
Clownfish Digital Marketing
It was a pleasure working with Elya. She has extensive knowledge of web hosting industry and server technology. She also showed great management skill managing a big group of tech support people in several different locations. I would not hesitate to work with Elya again.
I had the pleasure to work with Elya since her first day at Superb Internet and see her career evolving in time.With her excellent management and communications skills, professionalism and dedication to her work, she achieved outstanding carrier goals in a record number of years and became a successful leader, one of the best leaders I have even known.
Elya developed and then implemented an integrated service delivery strategy for the provision of global technical support and customer service for a complex cloud service. The results have been impressive and Datacom is proud to be associated with Elya's program. Elya has proven herself to not only be capable of strategic planning but also has the ability to deliver.
Digital Seniors Canada
Elya is a very determined and passionate leader who dedicates time, energy and vision for her team. No goal is unachievable in her thinking and no obstacle stands a chance. Her extensive knowledge of the 'young' cloud and hosting industry and area of specialization is impressive and of course invaluable to whomever is lucky enough to have her on their management team.
Echo Storytelling Agency
I've worked with Elya on a number of occasions and she is fantastic! She is incredibly knowledgeable and a pleasure to work with. I wouldn't hesitate to recommend her.
I had a pleasure to work with Elya while I was a Technical Support Specialist at Superb Internet.
She is a type of Director who keeps complex customer relations just perfect and at the same time with deep knowledge of the hosting industry helps to solve complex technical issues.
I was impressed by her extraordinary communication skills, she always knows to pick the right people to make the job done.
Technical Support Engineer |||
Elya has always been extremely reliable and conscientious. Her devotion to her company, customers and to service improvements comes through very clearly. As a customer, you would be in good hands with Elya.
Mentor and Advisor
Elya was a capable VP of Customer Care team, managing her department in the SoftCom Toronto as well as remote support staff overseas. Elya developed and executed ITIL based policy and procedures. She ensured QA and SLA metrics were met, introduced training and mentoring, built internal knowledge systems, upgraded CRM systems, introduced Professional Services. She is an inspirational and motivational leader and strives to identify each individualäó»s strengths to form a cohesive and effective team. Her works resulted in reduced customer churn and increased customer satisfaction that made a difference in top line. I would highly recommend her for any similar position
Turker Ugur Sokullu
CTO of Cloud
It is rare that people get the opportunity to work under a manager with actual drive and a passion for their work. With her exceptional care for customers and staff alike Elya is able to provide the brilliant leadership required to bring supervisors and staff together into a cohesive group with shared goals. Elya is never afraid to take on what might at first seem impossible yet bring it to completion. Elya earns my highest recommendation as a leader and mentor to anyone considering her for an executive position.
Lead Specialist, Abuse and Security Management
A real visionary, and true leader, a friend, and a great person to work with.
During the time I worked with Elya I was inspired by her ability to manage successfully large and complex teams and projects. Her communication skills were outstanding, keeping her team and the rest of the organization informed and aligned at all times.
Anyone who has the opportunity to work with Elya will be on the winning team. Her experience, attitude, personality, and the ability to motivate are all in strong balance to deliver large scale positive business results.
I will absolutely work with Elya again, If the opportunity presents itself.
Global CS Analyst & Project Manager
Jean E. Mitchell Consulting
It was a pleasure working with Elya, she is a dedicated professional and extremely committed to delivering an "excellence in customer experience " for her clients. She recognizes the areas of strength in her team, by providing quidance and leadership she ensures success for everyone working in client care at Softcom .
Jean E. Mitchell
SoftLayer, an IBM Company
Elya is a team player type manager, always looking out for the company, the employee, and the client. Her dedication makes her excell at anything she puts her mind too. She stays connected with her team to make sure that project goals and deadlines are always met on time, if not before.
Systems Administrator - Team Lead, Advanced Customer Services
Laidler Software Group
Elya applies herself to her work as a true professional. She has a genuine caring spirit and a passion to achieve the goals put in front of her.
Working with Elya was a real pleasure. Not only she has a good understanding of our enterprise customers pain points but she always come out with creative solutions.
As a very structured and organized person, she's been able to rapidly implement new process and overcome some of the challenges that the organization has been facing for years. I would gladly work with Elya again
Senior Account Executive
Elya is definitely one of the best managers I had the opportunity to work for. Her experience, knowledge, determination and hard work transformed the Customer Care department at Softcom to a whole new level. Together, we were able to build almost every system our department needed from ground up. She was very precise and effective in defining and executing these projects, however at the same time she was very open minded, and always had time to hear other opinions or ideas and take them into full consideration. In all the projects we were involved in, Elya demonstrated excellent project management skills, from planning to execution and testing, enabling her team to produce top notch results.
I feel that Elya has always been able to get the best out of everyone in her team, and that has been especially true for me. She made everything a manager could do to make me more productive and successful, and I owe a major part of my success to her.
Senior Software Engineer
Raymond Chabot Grant Thornton
Elya came to iWeb in February, 2013 and was handed the very challenging task of quickly restructuring our customer service group to create an even more sustainable and scalable organization. The first thing I noticed about Elya was the incredible level of energy and enthusiasm which she brought to every discussion. This is someone who loves what she does, and is dedicated to building teams that can provide the absolute best possible level of customer service.
With Elya at the helm, the customer service group was re-energized, re-organized and re-focused by combining a metrics driven approach with a strong drive to develop her teams knowledge, capabilities and capacities through continuous learning and development initiatives.
Elya is a great team player, a strategic thinker and a pleasure to work with. I would recommend her without the slightest hesitation and I hope to work with her again one day.
Manager, Business Intelligence, Data Warehousing and Reporting
Words That Work
Elya McCleave is an undeniable business asset. Her supportive style and acute sensitivity to office dynamics enable her to nip potential trouble in the bud. She offers her staff the professional resources they need to develop their skills into outstanding competencies: including written procedures, clear lines of communication, streamlined training modules, and ongoing recognition and promotions. Thanks to Elya's integrity, "equal opportunity" is a verifiable fact for those lucky enough to report to her. I know she will succeed, and create success, wherever she chooses to employ her professional talents.
Teaching Strategies, LLC
Elya has been an invaluable resource over the past four years as a manager, mentor, and advocate. She maintains a professional, positive approach and an open door policy despite the demanding role of managing a global team. With a thorough understanding of the technical aspects of the web hosting industry and a constant commitment to exceeding customer expectations she is an exemplary leader.
Elya is a methodical, effective, hard working leader who not only puts her mind but also her heart into what she does. Her extensive experience in technical support and customer service domains coupled with her skills in process improvement, strategic planning and team building makes her a great asset to any organization.
Elya has successfully led the efforts to take SoftCom's Customer Care Department to the next level while improving and rebuilding Technical Support and Customer Services, Professional Services and Vendor Management functions.
With her never-ending energy, work ethics and affection for her team and customers, it is a privilege to work with Elya.
Chief Operating Officer
Working with Elya for the past two years was rewarding as she was able to implement training standards, quality standards, and uplift our support team. She provided many opportunities for all of the staff to be the best they could be and do the best at what they wanted to be it Project Management, Training, or enhance technical skill level. It was an absolute pleasure working with Elya and I have no doubt with her work ethics she will continue to achieve more and more.
During my time as the CRM Supervisor I was reporting to Elya as the VP of Customer Care at Softcom. She has revised and restructured our Customer Support workflow and uplifted the entire department. Upon her arrival to Softcom Inc. one of the first changes to the Customer Support team was to focus on the Customer Relations Management department. With her leadership, we have created the tools needed to locate customer trends and churn.
Her leadership skills have influenced and inspired the CS team, she has implemented many policies and procedures that provided us the direction needed to sustain and grow the department. Each interaction and project completed with Elya was a learning experience on both a professional and personal level. She has been a pleasure to report to and the work ethics are one to be looked up to. I'm confident that the sky is the limit for what she capable of achieving for any company that is lucky enough to have her as an asset to their team.
Global Customer Experience Manager
SIMPLICITY IS THE ULTIMATE SOPHISTICATION
Most companies have good intentions when it comes to employee development and customer support transformation, but it is both complex and challenging to get it right. Through the introduction of six competencies we provide practical and powerful solutions to enable you to turn good intentions into positive actions – that drives results. You will have unprecedented outcomes and strengthened capabilities in areas such as:
News and Blog
Bringing Sales and Services together: Why is it important?2018-06-19 07:26:48My quick LinkedIn post on Customer Success vs. Customer Support drew thousands of views within a matter of couple days. The subject of blending Sales and Services is indeed fascinating, so I decided to expand on it a bit further. Many argue that the concept of Sales & Services in modern technology was pioneered by IBM in the 1960s when they came up with the first enterprise-grade computers. And from the 1960s all the way to 1990s Service was typically part of a Sales organization, ran by regional managers. In the 1990s we went through a process of separating Services from Sales; Support became a global function, Professional Services became a global function, and it lasted all the way to 2017. And now we are looking to bring Sales and Services back together again - build a United customer growth engine. My career in IT started in the late 1990s. As a result, I experienced services being regionally managed. At the time services were unprofitable, of low quality, inconsistent and post-sale resources were pulled continuously to pre-sale activities. The model was unsustainable and drove poor Customer Experience. As a result, most companies started segregating service resources into stand-alone independent functional units, pulling them from the regions. The process of globalization and centralization of services has begun in the early 2000s. I spent many years helping technology companies to centralize and globalize their service organizations. Some great things have been achieved in the process of services being separated from sales - services became more profitable, globally consistent and of much higher quality. The only problem we were not able to address was an extremely disjointed Customer Experience (CX). Sales would take the clients up to a certain point, handoff to Professional Services, handoff to Education Services, handoff to Support Services, etc. The clients felt like they were dealing with multiple different companies. And don't forget about the "turf wars" between Sales and Services that made Customer Experience (CX) even worst. And now in 2018 we came a full circle with most companies out there already working on bringing Sales and Services back together, but on what terms? And why they are doing that, you might ask? The economics of our business models are changing. The ability of a company to drive Adoption, Expansion, Renewal is essential to business success. In the context of Cloud Service Providers (CSPs), I can see the traditionally stand-alone service organizations introducing Adoption Charters of Customer Success and developing a robust Adoption framework as the very first step growing closer together with Sales. If Adoption is done, right Renewal responsibilities will come naturally. As per TSIA research, Sales and Services organizations in the future will still run as two separate entities, but they will come together near the top rolling up to a Chief Revenue Officer or a Chief Customer Officer. Sales will continue being regionally managed, while Services and Success will be highly converged. Services, including Success, will be monetized. Clients will be requesting to talk to people that are responsible for delivering the outcomes before they sign the contracts. As a result, we will see more services experts involved in pre-sale environments. Services will begin to be rewarded and measured on the ability making the company LAER-efficient (Land-Adopt-Expand-Renew), including improving the Land function. Everyone in the company is going to come together in their compensation around a unified set of Customer Health and Growth metrics. I must say I'm super excited about the next stage of service evolution, and seeing Sales and Services working together as real partners.
The State of QA In Technical Support2017-05-18 14:02:20Monitoring the quality of a support center is an extremely crucial part of Customer Experience (CX) being effectively and deliberately engineered. There are several ways running a QA program: call or chat monitoring and/or recording, ticket review and/or monitoring, coaching for quality, and many other measures, all aimed at creating great customer experiences, providing consistent and effective support. In an effort to uncover the state of quality assurance (QA) in technical support HDI has conducted a survey with 330 support organizations and here are the key findings:
- More than half of respondents are doing QA work and have formal processes in place, while almost one-third have no formal processes. About one-sixth (16%) aren’t performing QA.
- The top three purposes for quality review and monitoring are customer satisfaction (86%), training and/or coaching (77%), and performance review (67%).
- More than half (57%) of support organizations record technical support calls, and 26% review all recorded calls. 54% review randomly selected recorded calls.
- Almost three-quarters of organizations (72%) that do QA review both open and closed tickets in quality reviews, and they most commonly use randomly selected tickets for review. More than half of support centers that provide phone support (57%) record some or all technical support calls.
- Almost three-quarters (72%) of organizations review randomly selected tickets, while only 11% review all tickets.
- Only 13% of organizations have a dedicated quality manager or similar position; in most organizations that do quality monitoring, it’s done by the support center manager or a team lead.
New Mission of Support Services2017-05-11 14:16:49The mission of Support Services has traditionally been stepping in when things go wrong (incident management) or assisting clients when they need something (service requests). We all still remember the days of the heavy focus on the reactive work and the entire organization, starting with hiring practices all the way to performance KPIs, being built around it. Things have shifted quite drastically within the last couple years, and I'm glad to see Cloud Service Providers (CSPs) realigning as well. As I help organizations to design and executive their service strategy, I’m always excited to hear the objectives of employee empowerment, internal and external brand advocacy and culture of proactivity and ownership being prioritized. We have been servicing clients for so many years, and it is not an easy task. Here are facts shared by Roy Atkinson HDI's senior writer/analyst: • Incident management is the most widely adopted ITSM process • The majority (54 %) of contacts to the support center are for incidents • First Contact Resolution is a top metric • The volume of incidents continues to increase year over year The majority of contacts to the support center are for incidents. The fundamental problem is that we are still looking at how good and fast we are at fixing things. Unfortunately things still break and at times more then ever. I’m not suggesting that nothing should go wrong, and I have no doubt that incidents will continue to happen. With that said, however, the primary mission of every Technical Support leader today should be influence expansion and problems being addressed at the root. The HDI research published last year, discovered that
- 73% of support teams are dissatisfied with their current level of involvement with development process.
- 32% do not share knowledge articles between the support and development teams.
- While 89% of organizations have a change management process implemented, only 49% of organizations have one that works.
- Only 74% of support teams are notified when the software is operationalized.
- 22% are involved in prioritizing development sprints
- 37% included in discussions about requirements, needs, or use stories