Bilal Kazmi's Email

A CXO level telecom professional with extensive leadership experience. I have expertise in: - Telecom Start-ups - Leading large commercial operations (Sales, Customer care, International Roaming, etc). - Change management in an international environment - Project management for complex Telco initiatives. Based out of Bangkok, I am currently employed with Dtac,Thailands 2nd biggest operator and one of the biggest operating companies for Telenor Group. I am working as head of International Business with accountability for approx USD 40million. My skills in change management and my ability to work with complex projects across cultures has driven my selection for this role. I was previously VP Shared Services with Telenor's Global Shared Services, leading a Norwegian team of professionals while setting up the BPO model for Telenor group. Moreover, I have had the privilege to work in diverse parts of a cellular operation. I have headed (at CXO level) a Customer Care Organisation of 1000+ people and have led a business vertical of 300 people with P&L responsibility. I have established a Product development unit and have also headed Sales and Distribution planning. Others areas I have been exposed to in the telco environment are Direct Sale Force management, and Franchise & Retail network management. I would now say a few words about my academic career. the prestigious Britannia Chevening Scholarship provided me with the opportunity of completing an MBA programme from one of UK's top management schools at Lancaster University. Out of a total of 72, I was one of the 7 students to get a distinction grade in the MBA programme Specialties: Commercial Telecom operations, Sales and Distribution, Customer services, Change Management, Project Management

Vice President and Head of International Business @ I am heading a team of 25 Thai professional who are experts in the International Roaming, Whole Sales carrier (Data and Voice) and New Product Development areas. The area was facing multiple challenges when I took responsibility. I have been able to turn it around in a period of 3 quarters. Key drivers of this successful change have been: - People management - I have spent a lot of time in understanding the teams'​ issues, aspirations and ideas. I have been able to support and motivate them in this process and have been fortunate in securing their committment, even though I am not a local. - Steered a successful process for identifying the Must Win Battles for 2015. This was a mix of top down and bottom up dialogue, discussions and workshops. The team now has a very clear yet simple view of what will it take to change the business performance in 2015. - KPI management - Weekly tracking of revenue and traffic trends for each roaming and voice carrier. Simple as it sounds, this has already helped the team in achieving its carrier revenue target and has arrested declining revenue trends for some key roaming partners. - New business development - Have been able to introduce new revenue streams to the tune of USD 7 million per annum One of the new revenue streams has been in the Application to Peer messaging (a2P)area. We have been able to monetise all the grey traffic that passed through Dtac's network without any revenue realisation. This has been recognised as best in class project in the group and is being emulated in other operating companies of Telenor. Improved the voice carrier revenue by 15% per annum by tapping unrealized opportunities and partnerships. Implemented a new roaming steering solution that will deliver a cost saving of 30% for the outbound roaming area. As a results of the above initiatives and results, the international business department was recognised as one of the top performing areas in the comapny. From November 2014 to Present (1 year 2 months) Shadow Owner - International Business, Dtac, Thailand @ I was asked by the CMO of Dtac to set up a new Performance Management system for the International Business area, eventually leading to an increase in Dtacs revenues through roaming (inbound and outbound) and IDD (Wholesale) traffic. Dtac is Telenor's biggest operating company for inbound roaming revenues. Hence the importance of this initiative for Dtac was very high. From August 2014 to October 2014 (3 months) Vice President, HR Shared Services @ I was based out of Telenor's Asia office in Bangkok but this was a group wide responsibility. I interacted with all Telenor Business Units in order to establish a Shared Services Model. I worked in an multi-cultural setting, interacting across international boundaries and cultures. The expectation from me was to use my experience in the commercial area and project management while setting up the global BPO model. Key achievement were: - Turned around a troubled down sizing project linked to setting up the BPO model. The 100 plus affected employees were managed through effective and transparent communication and trust building initiatives. - Turned around the performance of the Nordic Service Desk, delivering significant improvement in KPIs, e.g. call handling within 20 secs was raised from from 30% to 95%. - Significantly improved the recruitment service for Telenor Norway in terms of quality, flexibility and cost savings. From June 2013 to July 2014 (1 year 2 months) Vice President Customer Services @ Headed Telenor Pakistan's (TP’s) Nation-wide Customer Care operations. With 1,000 employees, this was TP’s biggest department and a demanding leadership role. My portfolio consisted of call centre operations, 30 company owned Sales and Service Centres (S&SCs), Relationship Management of Business Customers and Subscriber Data Management . Key accomplishments as head of Customer Care were as follows: - Call Centre Service Levels were lifted by 30%. This was a serious challenge affecting the call centre’s performance as well as the customer experience. - Similarly, Service Levels at S&SCs have been lifted by 10% through process re-engineering. - Employee absenteeism at the call centre was brought down from 24% to 8%. This has a direct linkage with employee morale and operational cost. - The employee engagement index of my division was at its highest ever in the latest survey. This was done through a people strategy based on transparent communication, change management and extensive focus on involving the work force in decisions that affected it. - A project to improve First Contact Resolution across TP’s 280 franchisees was successfully executed. Number of customer service activities completed through franchise centres increased from a few hundred per month to 25,000 per month. - TP continues to be rated as number one in the Telenor group on customer preference. - TP's call centre was rated as the most cost efficient in Telenor Group as per benchmark studies carried out by external consultants. - A strategic project on in-sourcing back-office customer services work of the Telenor group to Pakistan has been successfully launched. . This resulted in a saving of USD 500K for our Malaysian operator in the first year. Two Nordic operations have also outsourced their operations to Telenor Pakistan due to this successful project. From October 2010 to June 2013 (2 years 9 months) Director PostPaid Markets @ With a total headcount of approx. 300 people, this division integrated pricing, segmentation, direct sales, channel development, front-end services and backend support. Following were my key achievements as the head of this department: - A project to fix the postpaid value chain was successfully completed by Feb 09. I was reporting to a top management steering group headed by the CEO during the course of this project. Some highlights of this project were: o A revenue and collection based commission model, that rewarded the right sales behavior was successfully deployed. o A collection model was deployed. This model clearly defined the roles and boundaries for revenue collection between Finance and Commercial and between Sales and Services team within the commercial department. o The entire model for dunning schedules and credit policies was revised and implemented. o Back office teams for handling customers across their life cycle (address verification, welcome all, collection calls etc) were deployed o The overall change effort was supported by engaging the postpaid staff through group sessions, understanding and resolving their problems, team building activities, trainings, giving them visibility on the importance of their role etc. • Once the project was concluded, new offers were launched for consumer and SME segments. These offers differentiated TP across all variables of the value chain. • Annual Revenue and subscriber base doubled over a period of one year • By end 2009, bad debt was reduced from 25% to 5% • TP’s Blackberry offering was successfully launched. • Key corporate customers like Schlumberger, Emirates Bank. Metro KASB bank, Wi-tribe etc were churned from competition From June 2008 to September 2010 (2 years 4 months) Director Products and Platforms @ Key achievements during my time as head of P&P were as follows: • A project management methodology was deployed for the New product development process. This was based on TP’s project management model and 6-sigma processes. • A massive project worth USD 4.5m was successfully executed to deploy 8 new bundling features on the IN. This resulted in a step improvement in TPs flexibility for creating price bundles. The segments and pricing team now launches a new feature / campaign virtually every other week in order to beat and counter competitor activities. • Local expertise was developed on SIM cards management. All SIM card profiles are now created, tested and approved in-house by TP. 5 new SIM vendors were added to boost the supply chain • The international roaming area was fixed and this was recognised as a success story in TP. Starting from 1 operator in 2005, TP now has 160 operators on board, it leads the market on CAMEL roaming (33 destinations) and is number 2 on GPRS roaming destinations. TP was also the first country in Pakistan to launch CAMEL roaming. Gross monthly revenue through IR increased from PKR 2m per month in 2005 to PKR 20m per month in 2008 • In the VAS area, some key projects like Devise management and Automatic device detection, Mobile TV, Ring Back tone , Peer to peer balance transfer (first in Pakistan) and elaod for post-paid (first in Pakistan) were launched. • None of the above specified projects faced cost over-runs. From October 2005 to May 2008 (2 years 8 months)

HORIZON Programme, Digital Services Strategy @ INSEAD From 2013 to 2013 Brand Academy, Marketing Management @ London Business School From 2010 to 2010 CORE leadership development @ Stockholm School of Economics From 2005 to 2005 MBA, Management @ Lancaster University Management School From 1999 to 2000 Bsc Engg, Mechanical Engg @ University of Engineering and Technology, Lahore From 1988 to 1993 Bilal Kazmi is skilled in: Customer Service, Sales Management, Distribution, Project Management, Call Center, Strategy, Telecommunications, Call Centers, Cross-functional Team Leadership, Program Management, Team Leadership, Change Management, VAS, Team Management, Management