Customer Success · Team Lead · EMEA & APAC
I study the strata of customer behavior to build more resilient systems — and the teams that sustain them.
About
"The surface is rarely the whole story."
My career began in Geology, where I learned that what's visible at the surface is shaped by forces buried much deeper. I spent those years mastering research methodology and pattern recognition; skills I now deploy to diagnose the friction points that quietly slow down global SaaS platforms.
For the past five years, I've led high-performing teams across EMEA and APAC, scaling customer support operations for a global ride-hailing leader. I thrive at the intersection of human empathy and data-driven logic; whether identifying payment processing trends that frustrate riders, or redesigning escalation flows to protect both the customer relationship and the business.
My real work is in designing the blueprints: the playbooks, the hiring rubrics, the escalation protocols that allow high-quality support to scale without losing its soul.
I've been told I'm easy to work with but, what I'm most proud of is being the voice of the customer in rooms where Product, QA, and Executive stakeholders make decisions.
Case Study
Friction Analysis · Process Redesign
The Problem
Customers were reaching out multiple times about the same issues. On the surface, it looked like a training problem. Looking deeper, it was a systems problem; the workflows customers needed to navigate were producing predictable points of confusion that no amount of frontline coaching would fix.
Standard support reporting wasn't identifying this. Volume metrics told us how many contacts were coming in, but not why the same customers kept returning.
The Approach
I built a systematic analysis of support conversation patterns across the team, tagging interactions by contact reason, customer segment, and resolution type. This revealed three distinct friction clusters that had been invisible in aggregate data.
I brought these findings, with specific conversation evidence, into cross-functional sessions with the Product team. Rather than flagging problems, I arrived with a diagnosis and a proposed redesign for each workflow. The result was three targeted changes to the platform's customer-facing flows.
In parallel, I developed a knowledge base that addressed the confusion directly, reducing similar inbound queries by 25% and increasing customer self-service adoption.
Team Development · Coaching Programme
The Problem
A team of 15–42 specialists handling complex SaaS queries across EMEA and APAC was carrying two contradictory pressures: reduce handle time to manage volume, while increasing resolution quality so customers didn't need to call back.
The conventional approach: speed coaching, reliably damages one to improve the other. The real gap wasn't agent speed. It was decision confidence: agents were spending time double-checking themselves, not explaining to customers.
The Approach
I redesigned the coaching programme around a single diagnosis: agents who hesitate are agents who don't yet trust their own pattern recognition. Rather than time-based drills, I introduced scenario-based coaching sessions built around real escalation examples, with structured debrief on decision logic, not just the outcome.
I built a shared best-practice repository where senior-performing agents documented their reasoning, not just their scripts. This gave lower-performing agents a mental model, not a template to follow blindly.
Alongside this, I implemented a 100% education quality compliance standard; a coaching rubric that ensured every complex product explanation was assessed not on whether it was correct, but on whether the customer could act on it.
Logic Architecture
The documents aren't the work, the thinking behind them is. Here's the logic architecture of how I approach the systems that support teams depend on every day.
A tiered decision system for routing high-stakes contacts without bottlenecking capacity or breaking customer trust. Designed for teams operating across 3+ time zones.
Career Journey
A Geology degree trained me to read patterns in layers. Every role since has been an application of that same instinct — moving progressively closer to the root cause, and further upstream in how organizations operate.
Mar 2025 — Present
Teleperformance · Global SaaS Fintech Platform
Promoted to lead operations for 15–42 specialists across EMEA and APAC markets. Responsible for line management, quality assurance, and strategic customer engagement. Shifted from solving individual customer problems to designing the systems that prevent them and developing the people who sustain those systems at scale.
Nov 2023 — Mar 2025
Teleperformance · Global SaaS Fintech Platform
Frontline support across EMEA and APAC; specialising in customer education, onboarding, and product adoption. Achieved 100% education quality compliance and contributed to a 20% CSAT increase within 6 months by systematically analysing conversation patterns and bringing findings to cross-functional teams. This role taught me what the data dashboards miss: the texture of customer confusion at the moment it happens.
Sept 2021 — Oct 2023
Liseen Productions
Redesigned client onboarding through systematic friction point analysis, reducing time-to-value by 30%. Managed stakeholder communications across operations and production teams, and documented SOPs for cross-team handovers. The foundation for everything that followed: learning to translate operational complexity into clarity for the people who depend on it.
Foundation
University of Lagos
Research methodology, data analysis, and pattern recognition; the intellectual bedrock. Geology taught me that surface events are symptoms, not causes. I've been applying that principle to customer operations ever since.
Testimonials
In our line of work, most managers focus strictly on the daily grind of people management. Chukwudalu stands out because he focuses on the infrastructure that makes the team work. We collaborate daily, and he has become the "go-to" person for the wider leadership team when we face technical or process bottlenecks.
Chukwudalu possesses a global mindset that is essential for international management. For over a year, he has served as our primary Point of Contact (POC) during critical expansion plans in emerging markets; bridging the gap between multiple teams to ensure our success plans actually work on the ground.
Working With Me
I write for the audience, not the data. Whether it's a coaching note for a frontline specialist or a findings brief for a Product VP, I adapt the frame without losing the substance. I'm comfortable in async-first environments and hold written communication to a high standard.
My instinct when something breaks is to understand the system before proposing a fix. I resist the impulse to jump to solutions. This makes my recommendations slower to arrive but significantly more durable and stakeholders tend to notice the difference.
In cross-functional meetings, I show up with specific conversation examples, not abstract summaries. I've found this is the fastest way to build alignment with Product and QA teams; real evidence is harder to dismiss than a CSAT score in isolation.
My coaching focus is on developing judgment, not just skill. I want the people I work with to be able to handle situations I haven't anticipated yet. I've created career development pathways that have moved specialists into senior roles. That's the metric I'm most proud of.
Let's Connect
I'm open to Senior Team Lead, CS Manager, and CX Operations roles where systems thinking and human-centered leadership both matter.