Adi Pujianto A.A., B.Soc.Sc.

Experience

• 

  PT Arina Multikarya

  Jun 2009 - Jun 2010

  Customer Service Agent

  Assigned to work at Citibank N.A Jakarta and responsible for giving services needed and requested by Citibank regular Liabilities customers, self contributor to company with service and revenue targets from Liabilities customers.

• 

  Citi

  Jul 2010 - Jul 2021

  • As a people manager, I was in charge of managing 4 people with different job functions from assets and liabilities Document Handling, Correspondence, and Government handling in Centralized Customer Care unit. I improved SLA (Service Level Agreement) in Correspondence by 50-75%, from standard SLA of 4 BD (Business Day) to 1-2 BD. For Government process, I significantly improved SLA achievement by 50% from 10 BD to 5 BD.• As a single contributor, I was in charge of Level 3 (L3) complaints from business and regulators for Banking, Credit Cards, Loan, Investment, and Insurance products. I improved SLA in L3 complaint handling by 50% from average SLA of 10 BD to 5 BD.• In charge of obtaining good KRI (Key Risk Indicators) for L3 complaint handling at the national and regional levels. The complete process flow needed to be reviewed in order to increase efficiency and guarantee that KPIs (Key Performance Indicators) were satisfied on a monthly basis. I was able to cut the overall SLA for Correspondence, Government, and L3 complaint handling by 50%.• I was in charge of reporting MIS complaints to internal stakeholders (Business, Compliance, Legal, and Customer Experience) and regulators (BI, OJK, ANTASENA). I was in charge of submitting consumer and corporate complaint handling quarterly reports (L2 and L3 complaints) to the appropriate web sites for BI, OJK, and ANTASENA.• I was the primary owner of 4 IOMs, or Internal Operation Manual, which is also referred to as Standard Operating Procedure (SOP). These IOMs covered Document handling procedures, Correspondence procedures, Government procedures, and BI, OJK, and ANTASENA complaint reporting procedure. During my term, I digitalized the majority of those IOMs' paper letter procedures (through encrypted PDF and secured email). The amount of paper used as a result of this conversion was decreased by 90%+. The head of the Compliance department, the head of Customer Service, the head of IT, the head of the CBORC Show less • In my role as a people manager, I was in charge of four employees who handled Level 2 (L2) complaints from clients who had assets, liabilities, investments, and insurance.• I was in charge of accomplishing the national and regional Key Risk Indicators (KRI) for L2 complaint processing. In comparison to the corresponding months of the previous year, I was able to lower the number of complaints on a monthly basis by 10% to 15%.• I was the primary owner of the IOM for Complaint handling (L2 and L3 complaints) procedures in the Centralized Customer Care unit. I made significant changes to the previous IOM version of how we handle L2 and L3 complaints from the initial stage in Omnichannel (Contact Center, email, Internet Banking, Customer Service, and other available channels) during my tenure, which in turn had a practical impact on an improvement in SLA for complaint handling. I cut the SLA for handling L2 complaints by 66.7%, from an average of 12 BD to 4 BD. This change also had an effect on the operation costs, which were reduced by 97.5% from Rp10,000 per message to just Rp250. I worked with the Customer Experience Department to improve the processes for sending customers an extension message and complaint receipt, which had previously been provided by paper letter. Show less • Managing 6 employees with different functions and roles: Document Handling, Mail & eMail Correspondence, Assets & Liabilities maintenance support, and Card customer complaint handling. • Responsible for managing consumers’ inquiries, requests, and complaints through omnichannel (Call center, email, snail mail, live chat, branch customer service, or other available consumer channels. • Responsible for assisting business growth and development in asset and liabilities business by digitalization in process flow to other units, especially the ones related to loan and credit card. • Conducting digitalization process in Correspondence Unit. Show less • Managing 3 employees with different functions and roles: Mail & eMail Correspondence, Assets & Liabilities maintenance support.• Responsible for dealing with requests/processes procedures for Cards and Banking customers.• Managing account maintenance request from Consumer Customer Service Department, Card Business, and Retail Banking on daily, weekly, monthly, and yearly basis.• Conducting process flow improvement in Maintenance Support Unit for the purpose of reducing SLA, operation cost, and total process TAT (Turn Around Time).• Conducting digitalization process in Maintenance Support Unit. Show less • Responsible for giving premium services to priority customers and Citigold customers. • Assisting Bankcard Service Manager to manage escalation and service from Citiphone Officers (regular contact center staff).• Acting as self-contributor to company with service and revenue targets from Asset and Liabilities customers. • To be well Informed with specific sets of skills in Assets that include loan and credit card, Retail Banking that include liabilities products such as saving account, current account, time deposit, and other banking products, and Investment and Insurance products such as Bank-assurance, Mutual Funds, and Bonds. Show less

  • Government & L3 Complaint Manager

    Nov 2019 - Jul 2021

  • L2 Complaint Manager

    Jan 2019 - Oct 2019

  • Correspondence Manager

    Sept 2015 - Dec 2018

  • Maintenance Support Manager

    Sept 2014 - Aug 2015

  • Contact Center Manager

    Jan 2013 - Aug 2014

  • Citigold Phonebanking Executive

    Jul 2010 - Dec 2012
• 

  Yokke

  May 2023 - now

  Senior Manager Service Quality Control

  My responsibility is to oversee the quality performance of the operational units while ensuring that the service level agreements (SLAs) are monitored. I am also in charge of locating the operational units' pain spots that prevent them from providing the SLA-expected level of service. I currently oversee two employees that have various work duties and responsibilities.