Reducing Resolution Time from 70 Hours to Less Than 4 Hours Through Operational Accountability and Process Redesign

A leading food services platform was experiencing a sharp increase in customer complaints and service-related tickets as order volumes continued to grow.

While customer concerns were being logged and acknowledged on time, the actual resolution journey was often lengthy and inconsistent. Customers frequently had to wait several days for updates on refund requests, order disputes, delivery-related concerns, and other service issues.

The prolonged resolution timelines were impacting customer experience, increasing repeat follow-ups, and creating unnecessary escalations across multiple channels.

To understand the root cause, NSB conducted a detailed analysis of the entire ticket lifecycle. Findings revealed that the issue was not a lack of effort from the support team. The real challenge was the absence of clear ownership once a ticket moved beyond the customer support function.

Many tickets required action or approval from other departments such as operations, finance, partner management, or business teams. In most cases, support advisors would simply parking the ticket by updating remarks and move on to the next case. While the ticket had technically been assigned, no individual was accountable for ensuring that it was actually resolved.

As a result:

At the same time, ticket inflow patterns were not aligned with staffing levels, resulting in operational bottlenecks during peak periods and underutilization during lean hours.

Rather than directly increasing headcount, NSB focused to identify the problem and redesigning the resolution framework around accountability, ownership, and operational discipline.

The first step was to establish clear end-to-end ownership for tickets that required cross-functional action.

Dedicated SPOCs were assigned to monitor and manage tickets involving multiple departments. Their responsibility was not just to forward cases but to actively follow up with stakeholders, remove bottlenecks, and ensure closure within defined timelines.

To further strengthen operations, NSB introduced:

The impact was visible within a short period.

Tickets no longer disappeared into operational queues waiting for action from another department. Every pending case had a clear owner responsible for driving closure.

At the same time, aligning manpower with ticket arrival patterns ensured that customer requests were actioned faster, particularly during peak hours.

The introduction of productivity monitoring and performance incentives created greater accountability at the advisor level, while governance mechanisms ensured consistent follow-through across teams.

The operation moved from a reactive ticket-processing model to a resolution-focused operating framework.

What began as a ticket management challenge evolved into a broader operational excellence initiative.

By introducing clear ownership, strengthening cross-functional accountability, and aligning resources with demand patterns, NSB helped the client fundamentally improve how customer issues were resolved.

The result was a faster, more efficient support operation that reduced customer effort, improved service recovery, and significantly enhanced the overall customer experience.