A service desk is not a phone line — it is a control system. The challenge is to build centralized operations that scale, keep quality, and stay stable. In one environment, this included establishing a central service desk and leading international teams (up to ~67 staff referenced in CV scope).

What I did

• Built centralized service structures (process, routing, responsibility)
• Aligned delivery with operations: escalation, monitoring, handover readiness
• International coordination and leadership across distributed environments

Outcome (stability-proof)

• Operational clarity: roles, escalation paths, ownership
• Scalable structure designed for growth pressure
• Service delivery tied to real operations — not separated from it

This case focuses on operational mechanics, not confidential client names.