This project involved creating dedicated support teams for ecommerce services provided to 200 VIP customers worldwide. The objective was to establish these teams from the ground up, ensuring they could deliver consistent, high-quality service. Within six months, they were fully operational and achieving higher satisfaction ratings than other business lines.

Project description

The aim was to build all the support capabilities needed for the ecommerce activity serving the company’s most important worldwide customers. This included recruiting and training 25 people across several teams: a level 1 administrative support team, a level 1 technical support team, an external administrative team in Greece, a team of Customer Success Managers, a team of technical consultants, and a team of project managers.

The scope covered hiring, training, process creation, and the development of a collaborative working model. The project supported the company’s strategic objective of strengthening service delivery for high-value customers, ensuring a consistent and customer-focused approach.
Collaboration across teams was a priority, encouraging knowledge sharing and joint problem-solving. This approach allowed expertise to be transferred quickly and ensured challenges were resolved collectively.

Project management excellence

As Customer Boarding Functional Lead, I managed the recruitment, onboarding, process design, and global coordination of all teams. The project followed a structured, process-driven approach rather than a single formal methodology, allowing flexibility while maintaining clear responsibilities.
Team motivation was fostered by creating a culture where expertise was shared across roles. For example, when an issue arose, we addressed it together, regardless of job title, ensuring the best possible solution for the customer.

Stakeholder management involved maintaining open communication with internal departments and acting as the main point of contact for customers, ensuring alignment and confidence in the new service model.

Project outcomes and impact

Within six months, the new teams were fully supporting all VIP customers, achieving an average satisfaction score of 4.8 out of 5, the highest in the organisation.
The initiative improved service consistency, strengthened relationships, and created a scalable model for future growth. Managing this project enhanced my leadership, team-building, and collaboration skills, as well as my experience in building service structures from inception to delivery.