Service Desk Process Improvement Programme

Service Desk Process Improvement redesigned how the team handles chatbot, email, FAQ and self-service channels. The programme focused on clearer triage, better routing and repeatable procedures so agents could resolve more queries at first contact.

The opportunity

Customer queries were arriving through several channels with inconsistent routing. The result was unnecessary escalations, repeated contacts and pressure on the service desk. The team needed workflows that made the right answer easy to find and the right escalation path obvious.

My role

I led and supported end-to-end process improvement projects, designing improved workflows and chatbot conversations using BPMN, preparing and maintaining SOPs and client-facing knowledge content, and managing Agile workstreams in Jira to keep operational needs aligned with delivery plans.

Key work completed

• Process improvement initiatives across chatbot, email, FAQ and self-service tooling.
• BPMN-designed workflows and chatbot conversation flows.
• Triage and routing improvements to reduce unnecessary escalations.
• SOPs, process documentation and client-facing knowledge-base content.
• Agile workstream management in Jira.
• Support for CRM and workforce automation initiatives.

Results & current status

The programme is linked to reported improvements of approximately 25% in first-contact resolution, 15% in escalation volume, 30% lower escalation pressure and 20% stronger first-contact-resolution support. Average project delivery time was reduced by around 20%. I coordinated work involving more than 15 stakeholders across Customer Service, Product and Engineering.

Tools & methods

• BPMN
• Jira
• Confluence
• Process mapping
• SOP design
• Chatbot flow design
• Email template optimization
• Self-service content management
• Agile workstream management

Lessons learned

First-contact resolution improves when triage and documentation are clear. Escalations fall when routing rules are tight. Process changes only stick when they are written down, trained and owned by the teams using them.