In the ever-evolving realm of the contact centre industry, where technology and customer expectations intersect, Singapore-based Connect Centre is carving a distinct path. At the heart of this transformative journey are Chairman Ken Sukanda and CEO Coni Tan, two visionary leaders steering the firm towards uncharted territories. Ken, a savvy IT strategist, and Coni, an astute financial expert, are transforming Connect Centre from a traditional call centre into a tech powerhouse. A compelling dialogue with Samudra follows, revealing insights into their strategies.
Q: You became the Chairman of Connect Centre at a challenging time. What motivated you to take up this task?
Ken: Connect Centre holds immense potential. I hope to unlock these values, transforming it into a socially impactful enterprise that also yields substantial investment returns. I’m convinced that any business with a digital footprint necessitates a robust contact centre and a comprehensive omnichannel communication strategy.
Q: With your experience and background in IT, what potential did you see in Connect Centre that others didn’t?
I believe that AI, with cloud communications – which integrates various communication channels such as One-Time Passwords (OTP), Voice over IP (VoIP) and social apps – will be the driving force behind our business’s future trajectory. I see a huge paradigm shift towards this direction, and Connect Centre has the potential to emerge as a leader in this transformative era.
Q: What role do you think tech innovation plays in the call centre industry, especially in the post-pandemic era?
A pivotal role. As cost inflation drives more firms towards technology adoption, the trend of delegating mundane, repetitive tasks to robots and AI is intensifying. Our value will be to help customers transition into the new AI world, build automation, boost productivity via technology, and provide deep skill training and knowledge in key industries.
Q: What emerging technologies have you integrated into Connect Centre, and how have they improved business operations and profitability?
We aggressively pursue ChatGPT and AI as core technology for our products in 2023. We will incorporate our proprietary platforms and apps to support existing business in the cloud contact centre, omnichannel customer portal, robochat, and systems that support this initiative. The immediate impact may not be perceptible, but we foresee our future revenues to be driven by subscriptions to our AI and platform services.
Q: What were challenges you faced during the tech transition, and how did you overcome them?
Legacy systems and legacy people. With a new direction, we need to build internal capabilities and a team that can work collaboratively toward this change. Necessary systems for future-proofing, rigorous risk management, and uncompromising client asset and data protection are high on the agenda. The fim’s restructuring is an ongoing process aimed at these objectives.
Q: Given your background in finance, how did you approach the financial challenges that Connect Centre was facing when you took over?
Coni: Upon assuming my role at Connect Centre, I first assessed our financial standing and devised a recovery plan, implementing strategies for efficient cash flow management and cost-cutting. I also reprioritised expenses and identified avenues for revenue growth by diversifying our offerings and exploring new markets.
Q: How has the firm’s financial health improved since?
Having identified areas of improvement, we develop a plan to boost cash flow and profitability. Within my first 4 months, we saw substantial improvement in our group’s financial performance signalling a turnaround. By April 2023, we were firmly on a path to recovery. We are confident that the group financials will be in positive territory by the end of the fiscal year 2023.
Q: What’s your vision for the future of Connect Centre in terms of its financial growth and sustainability?
The vision is for Connect Cetnre to become a major market player in the industry by providing innovative solutions to customers. The strategic plan to realise this vision hinges on fostering a culture of excellence, nurturing customer relationships, investing in developing the competence of our employees, and diversifying revenue streams.
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