“I’m the person who is allowed to fix things now,” Hala said.
Sara rubbed her temples. The root cause was simple: they were a chaotic factory of pain. Agents had no authority, knowledge bases were three years out of date, and quality assurance was a tick-box exercise that praised script adherence over problem-solving. Turnover was 80% per year. They were hiring just to fill seats that had gone cold. “I’m the person who is allowed to fix
To Sara, the numbers weren't data. They were people. People named Nadia who had been on hold for twenty minutes to dispute a fifty-dinar charge. People named Yousef who had been transferred four times. Agents had no authority, knowledge bases were three
But how?
A young agent named Hala answered. A man was furious—his internet was down for the third time this month. Old Sara would have seen a detractor. New Sara saw an opportunity. To Sara, the numbers weren't data
Sara formed a "COPC Tiger Team." Not the usual suspects. She picked Rami, the cynical veteran agent who knew every system hack; Lina, a shy data analyst who nobody listened to; and old Jawad, the night-shift cleaner who overheard more customer complaints than any manager.
They used COPC’s "transaction walk." Sara, Rami, and Viktor literally followed a single call from ring to resolve. It was a call from a widow named Fatima. Her husband had died; she needed to close his account and transfer a refund. The call took 47 minutes. It crossed six departments. Fatima cried twice. At minute 40, she whispered, “Does anyone at your company know I am a human?”