Sathish Susai

Problem

A global 3PL Order-to-Cash operation moving from the US to India with no documented process to transfer — the knowledge existed only in the heads of the outgoing team.

Solution

Took the role of primary subject-matter expert and first collector simultaneously, writing the process playbook from scratch while running the live portfolio, and led ADKAR change management across both geographies.

Impact

A complete playbook where none had existed, and an offshore operation that scaled on that foundation rather than rebuilding it.

Problem

A large global AR operation under pressure to absorb more volume without a corresponding budget increase, and no current view of where its capacity was actually going.

Solution

Defined the operating model, governance and performance frameworks, then built a capacity strategy on portfolio segmentation and the systematic removal of non-value-added work. Standardised a global call framework — opening, handling and closing structure — so automated agents and the human team followed one method.

Impact

A costed, segmented capacity strategy with a defined implementation path, plus a call framework embedded into the operating layer.

The capacity figure is the strategy's design target, not a realised outcome. Implementation continued beyond the engagement.

Problem

A pricing and billing dispute backlog that grew regardless of how much collections effort was applied. The organisation was treating it as a collections capacity problem and preparing to resource it accordingly.

Solution

Reframed it as a data defect. Fishbone and Pareto analysis traced cause from tariff type, through specific lanes, down to zip-code changes silently breaking the rating logic. A Bill of Lading correction policy and a Zip Code Error SOP were written and deployed globally.

Impact

Disputes fell because the defect generating them stopped, not because anyone chased harder. Out-of-period pricing leakage was identified and corrected in the same pass.

Problem

A global third-party logistics Order-to-Cash operation newly moved from the US to India, with no process playbook, an unexplained portfolio, and stakeholders who did not believe an offshore team could recover it.

Solution

Full DMAIC with portfolio segmentation and structured root-cause work. A small sub-portfolio was piloted first to prove the method and earn permission, then scaled across the book, with a global SOP set deployed on the back of it.

Impact

Roughly half the assigned portfolio recovered within twelve months. Recognised with MVP appreciation from the CEO and an Exceeded Expectations rating in both years.

Problem

Three separate problems — bad debt, unallocated cash, and credit balances aged beyond 540 days — each individually deprioritised for years because none was large enough on its own to win resourcing.

Solution

Ran all three concurrently as Agile programmes rather than sequencing them: targeted write-off and dispute analysis, reconciliation redesign, and a digital payment migration.

Impact

Three long-standing ledger problems closed inside a single delivery window.

Problem

Pricing and billing disputes more than two years old across the cruise key-accounts book, against elevated post-pandemic customer bankruptcy risk — meaning every month of delay carried a real chance the balance became uncollectable entirely.

Solution

Voice-of-Customer and DMAIC, with individual review of every disputed invoice and a cross-functional escalation route for the ones that had stalled between departments rather than inside them.

Impact

A backlog older than two years cleared inside a single quarter, ahead of the credit risk crystallising.

Problem

An aged North America receivables portfolio, much of it past the point where standard collections activity produced any return, and previously written down as effectively unrecoverable.

Solution

Risk segmentation and structured settlement strategy, with settlement economics evaluated against third-party collection agency commission rates rather than against face value — so every concession was defensible against the alternative.

Impact

Over half of the aged portfolio recovered, sustained rather than spiked. Advanced from Analyst to Senior Analyst on the strength of it.

Problem

The Canada air and ocean receivables portfolio transferred between two organisations — the precise point at which portfolio knowledge is normally lost and collections performance drops for two or three quarters.

Solution

Retained continuous ownership of the portfolio straight through the transition, then applied structured dunning, credit analysis and proactive customer engagement on the other side of it.

Impact

No service disruption through the handover, and performance improved rather than recovered. Earned two performance-based salary increases within a single year.