Unwana Paul

Operational Redesign F R A C T I O N A L O P E R AT I O N A L M A N A G E R The Challenge A renewable energy service network was struggling with: • 35-day average aftersales turnaround • Centralized service centers far from rural customers • High transport cost for skilled technicians • Declining customer trust • Fragmented coordination across 170+ personnel Service delays were damaging brand credibility. What i discovered The bottleneck was structural: • Over-centralized aftersales system • No localized technician ownership • Weak TAT governance • Poor cost-efficiency model • Limited visibility into field performance Scale had outgrown the infrastructure. Decentralized Service Architecture • Introduced localized technician salary model tied to service coverage • Established strict TAT performance benchmarks • Reduced dependence on transporting urban technicians to rural areas • Built KPI governance across service centers • Integrated reporting for operational visibility Shifted from centralized control to distributed execution. 40% reduction • Turnaround time reduced from 35 days → 5 days • Technician transport costs significantly reduced • 77% increase in referral-driven sales • Improved service coverage across rural regions • Restored customer trust in product reliability • Strengthened accountability across 170+ personnel STRATEGIC OUTCOME The organization transitioned from a centralized, slow-response model to a decentralized, scalable service infrastructure. Customer trust returned. Operational costs stabilized. Service reliability improved dramatically. The system became resilient not founderdependent.