At Docusign, billing support sat inside a multi-million-dollar outsourced customer-support operation without a dedicated owner — no defined SME structure, no documented escalation path, and no consistent quality bar across the outsourced agents handling refunds, invoicing, and payment disputes for a global customer base. Escalations were trending up, cases were sitting open longer than they should, and First Day Resolution — the clearest single signal of whether a billing issue gets solved on first contact — was stuck at 50%.

I took ownership of the function with minimal transition and built it from the ground up: a defined Billing SME structure, a documented escalation path, and rebuilt training and quality standards for the outsourced billing agent team. In parallel, I partnered with Finance and Supportability to fully restructure the Billing & Refunds policy documentation — removing the ambiguity behind a large share of avoidable errors and repeat contacts. Once the program was governed and predictable, I led its handover to a dedicated Delivery Owner, including reverse-shadowing support, so the transition carried zero disruption to customers or the outsourced team.

Impact:

• Cut the escalation rate from 14% to 10% of billing cases — a ~29% relative reduction — by giving agents a documented SME path instead of default upward routing.
• Cut average case age from 4.5 to 3.5 days — a ~22% faster resolution cycle — through the restructured policy documentation and clearer case ownership.
• Raised First Day Resolution from 50% to 60%, turning billing support's weakest customer-experience metric into one of its strongest.
• Applied against billing's share of the outsourced operation's cost base, these gains translate to roughly $700K–$1.5M in annual efficiency impact — fewer escalations and reopened cases converting directly into recovered agent capacity.
• Handed off a fully governed, self-sustaining program — SME framework, documentation, and a reverse-shadowing transition plan included — that outlived the original ownership change and became the reference model for the next hand-off.

This program is a clean example of the pattern I look for in any organization I join: find the function nobody owns, build the minimum governance it needs to become predictable and repeatable, and make sure it survives the next person who takes it over.