Shamala is responsible for Exports Compliance - Bulk & Manual Review and onboarded NIB effective July'23. She leads a team of 70 people (L3-56; L4-11; L5-3). Shamala is responsible for key operational metrics for all the above processes. She works with multiple teams including Program, Quality and WW nodes to drive operational efficiency through focus on 2023 Goals and Projects aligned. Shamala was aligned to establish SLA goal for business critical workstreams for TC & PC Manual Classification teams. She co-ordinated with WW WFA's, Node Leaders and DAT team to build framework for 48 workstreams. Shamala participated in Exports Summit in April'23 to shared the blockers and challenges for FN Identification Rate, RRM and Business Appeal processes and revamped these processed by convincing WW Program teams (This assisted to move away from historical process signed off by Program teams). Shamala was able to convince the program teams utilizing the dive deep data points and pilot results for experiments conducted. Shamala has conceptualised Risk based Export Control Project plan considering the FN ORC goal of Auto Classification and Quality and scaled the FMEA framework across nodes, Programs and onboarded QuRE to align their DPMO process accordingly. Shamala is part of DEIWA - Engagement Pillar and organised Fireside chat for International Women's Day and DEIWA activities to promote the culture of Inclusion and Diversity. She had developed an engagement framework with CPP team to drive the tech issues however post 2 connects there was a change in tech integration and hence had to discontinue the framework. Shamala's super powers are: Ownership & Learn & be curious: Shamala has taken up challenges head on and moved multiple teams in a span of 3 years with an objective to improve the Operational Metrics for critical functions and improve the working relationships with internal & external stakeholders from WW nodes, Program, Q-Ops, CPP, Business Teams. Structured plans, defined engagement and communication plans, forecasting and capacity planning assisted to chalk out a directional and strategic goals for the teams aligned with well-defined (Weekly/monthly & Yearly) output in alignment with Retail teams. Hire & Develop the Best: Shamala created specific projects for self, Export Leaders and extended the practice to NIB Leaders as well. Based on the existing headcount she focused on strategic planning and coached L5 Leader to plan and execute BAU. With a deficit of 1 L4 Leader from April'23 she ensured L4's focused only on execution of critical goals and plans such as FN identification goal improvement, UAT for semi-automated tools with an aim to eliminate manual reviews, established SLA metric for 50% process. Identified L3 FLS and aligned them based on their skill set for multiple data dive deeps and aligned 1 L4 each to coach them inspite of bandwidth issue. Mentored and Coached 2 L4 Manager from GSRC. Involved 25% of L3 associates to support on data dive deeps to keep them engaged and create a pipeline irrespective of tenure. Connect scores for Org - 4.08 (75% questions >4 )and for Directs 4.11 (77% questions >4). Job Satisfaction and Career Growth shows <4 Scores. Way forward - Create CGA for L4 FLS and discuss with Exports and NIB Leads (L5) in Aug'23 and create a follow through plan to ensure L5's are able to coach L4's to create the similiar CGA for L3FLS. For NIB, Shamala was able to manage data driven performance for L4's & L5's by aligning LP based projects for them to contribute both in productive and projects. Created a clear NIB POC structure for NIB Program LEaders to co-ordinate and reduce overlap and improve stakeholder management. She conducted regular 1:1's and Skips to understand the pulse of the team and ensured 50% of the actions are closed before next skip connect. 1) Involve L3's based on skill set to engage in dive deeps, Gemba sessions and small projects (4 L3's) 2) Create a clear internal structure to reduce overlap and create distinct ownership for each activity and project 3) Create visiblity on the direction to be followed for L4's on a quarterly basis