Scaled Sales & Customer Experience Operations, Improved Conversion & refund rates, Surpassed $1M ARR run-rate in less than a year

Hi Peter - great question! At teachme.to, we were aggressively expanding into new cities by acquiring both students and instructors. I prioritized protecting our acquisition investments by ensuring our operating system could scale and optimizing operating metrics like Sales Conversion, Response Time, NPS/CSAT, and Fulfillment, Refund Rate, etc. Aggressively scaling also meant increased risks in marketplace liquidity, supply density, and fulfillment, so I mapped out the Customer journey & operating flow and paid attention to product, supply, and customer experience to anticipate gaps. For example, several customers would book and expect a specific coach, only to be reassigned afterward because of supply limitations. Or some coaches we onboarded weren't properly distributed or even listed. That created friction, increased refunds, supply churn, and put the sales and fulfillment teams in difficult positions. Since the existing playbooks didn't account for those scenarios, I created new playbooks across Sales, Fulfillment, and Customer Support, while also introducing ways to monitor supply density and lesson distribution as we expanded, and it became the supply-building playbook for the supply team. That allowed us to proactively address the operational bottlenecks instead of waiting for the business metrics to deteriorate before reacting. When I approach new Customer Experience / Operations roles. I first try to understand how the business creates value, makes money, and operates, then map out the end-to-end customer journey and operating system. From there, I'm able to identify the core operational functions, friction points, bottlenecks, and opportunities, then build playbooks, workflows, and KPIs around those systems rather than around individual departments.