Jeffrey Zhou

Global Technology Strategic Leads for Enterprise Networking (Routing, Switching, Catalyst Center and SDWAN) , responsible for Support Readiness, product serviceability and support offer alignment for global enterprise technologies.

• Project Homeward Bound

Cisco's Technical Assistance Center (TAC) operates a follow-the-sun (FTS) support model, providing 24/7 global technical support by rotating engineers across APAC, EMEA, and AMER regions. While this ensures continuous support, it often results in misalignment between the customer's and the engineer's working hours. This misalignment leads to communication delays, longer resolution times, and customer dissatisfaction. Analysis of 12,000 support cases from ANZ customers, who have the lowest satisfaction scores, reveals that these delays, caused by time zone differences, significantly impact customer satisfaction, with extended resolution times and prolonged case durations.

Develop an workflow automated solution to repatriate ANZ and AEAN customers cases to local support engineers when timezone mismatch is detected when cases are logged. Worked with key stakeholders in global TAC leadership, and local account representatives to validate and deploy the workflow solution achieving 10% improved CSAT, 10% improvement from Mean Time to Final Resolution and 20% reduction in case age.

• Project Post Meridiem

Follow-the-sun high severity cases hand off between different global shift in a continous 24/7 support model have been identified as one of the key customer frustrations during critical network event. The project have conducted capacity and technology assessment to determine the gaps in TAC coverage and global footprint, and develop an augmented shift support model to eliminate most of the sev1/sev2 hand off by creating a 2 hours overlapping coverage in key strategic technologies.

As the key architect for the new shift model, analyze data from CSAT and operational KPI, identified strategic technologies and customer profiles that will fit into the capacity model at high cost site, implement the modification to the standard 4-shift model by designing a new business routing logic, and work with global and local TAC leadership, HR and affected teams to complete associated change management activities. The result of the augmented new shift model have improved CSAT by 15% and meeting FTS performance goal consistently

• Acting as a trusted adviser to executive leadership team in CX Collaboration Technology Group and Sydney Site leadership team, participate in strategic business plannings using framework like Vision, Strategic, Execution and Measurement (VSEM), or Vision, Value, Methods, Obstacles and Measurement (V2MOM), translate business strategics into engineer actionable executions across senior technical talent development, and Sydney TAC site strategic revolution
• Design and Launch Sydney High Touch Support operations for all ANZ Expert Care customers to drive growth in $16 millions annual bookings for High Touch Expert Care service delivery, including the implementation of the works distribution business logic, staffing requirements and ramp up for the operation, leadership team and stakeholders socialization of the plan, and modernization of the operation workflow through innovative notification and dashboard for operational insights
• Completion of rebuilding the solution level skills in Collaboration Support Service operation, and transition of the load balanced works distribution across Sydney and Bangalore sites to build integrated support workforce in APAC to leverage both capacity and quality in both sites to achieve balanced support scaling and value requirements
• CAP Escalation - Largest Webex Meeting roll out for Australia Victoria Education department K-12 public schools during Covid Pandemic. Identify systemic issue as the road block to prevent the rollout and restore customer confidence to Cisco's ability to rollout remote education capability in a short amount the time to 700,000 students and 100,000 teachers and staff. Drive and manage key technical issues to resolution to ensure the rollout is successful and meeting customer's ambitious timeline

• Partner with service product management team and delivery management teams, launched and pioneered a designated high value service support operation model for selected premium customer base in APAC regional wide, the award winning pilots were then rolled out to Cisco global support organizations and the creative operation model was adopted into Cisco High Touch Technical Support organization as virtual cell support structure that demonstrated high CXSAT
• Closely interlock engagement with Cisco Engineering development team for managing escalation with product defects using various tools for tracking of code changes and defect documentations. Jointly with engineering team to improve product quality and serviceability
• Built upon the in-depth engineering technical excellence background, managed and resolved multiple critical customer escalations under Cisco's highest escalation hierarchy "Customer Assurance Program" across multiple technology domains and complicated stakeholder management such as a recent example:
• CAP Escalation - Insurance Australia Group (IAG) invested $35 million in Cisco Webex Cloud (SaaS) and On-Prem hybrid video solution to completely innovate their employee workplace experience at their new flagship head office and organization wide. There were multiple showstopper issues that have put the project go-live and Cisco reputation at stake. Architectural review and deep inspection of the control/data flows of every element of the whole solution from End Points, DC Networking, and Cloud/On-Prem Hosted Application, evidenced based design changes and workaround were put in place to mitigate the user experience issue to allow the successful grand opening of the head office. As acknowledged by the IAG CTO and the executive team, expedited resolutions of the issues at critical time were appreciated and the crisis was turned into on-going paid Cisco professional engagement. Produced recommendations for rectifying identified software issues were also adopted and rolled out by Cisco Webex Cloud engineering teams.

• Incubate Cisco first Data Center Networking Solution Support in the specialized space of SAP HANA and Virtual Desktop Infrastructure (VDI) Solution and other cutting edge solution like ACI, SDA and Apple Alliance solution support. Proven fast technology learner to in-depth understanding of the solution, advocating and converting customer key requirements into engineering actionable prioritized software enhancement, and creating process through the learning of the gaps in supporting the new solution and offer, documenting and sharing best practice for a global roll out
• Play key leadership role in launching and tailoring support delivery readiness for new technology and solution support requirements (New go-to-market technologies, new technology acquisition and new technical service offering), implement and assess service readiness including engineer skills, operational processes and models and stakeholders awareness.
• Project Stallion A key strategic project in Cisco Technical Service to establish official support site in Dalian, China. Act as Business and Technical Lead for launching Cisco UCS support track in North Asia Language to scaling support for Chinese, Japanese and Korean to 24x7 in Dalian. Played key role in technical talent hiring, training, site and lab readiness, support interlock with regional sales and stakeholders. Apply measurement in service delivery quality monitoring during initial launch phase, reporting on benefits in productivity cost savings and recommend optimization plan.

• Designed and executed the plan of technical leadership pipeline development program across Cisco APAC regional technical service team with 130+ engineers with a focus on a cohort of 20 high performing engineers

• Troubleshoot and resolved 3800+ service requests with deep dive technical expertise at deep down network protocols and packet level as well as solution level, capable of interpreting and applying multiple VoIP and Video standard bodies (RFC/IEEE/ITU) as well as internal engineering software functional specification to solve difficult multi-vendor interoperability issues or software internal proprietary behavioral issues independently
• Troubleshoot and resolved 3800+ service requests with deep dive technical expertise at deep down network protocols and packet level as well as solution level, capable of interpreting and applying multiple VoIP and Video standard bodies (RFC/IEEE/ITU) as well as internal engineering software functional specification to solve difficult multi-vendor interoperability issues or software internal proprietary behavioural issues independently
• Worked with product developers in identifying 182+ customer impactful product defects and appropriate software code fixes and implementations that has greatly improve the products quality. Create effective and actionable resolution or just in time workaround for customer to overcome time pressing configuration/environmental/integration/interoperability issues in the scale of global customers installation base. Creates internal and external technical documents and articles for nearly all the new findings in the purpose of knowledge sharing and benefit to the global support engineers or customer to solve the same problem quicker
• Effective communications to various audience in problem solving journey such as customer engineers, non technical operational managers/project managers and executive teams

-Network Project Implementation for Carrier and Enterprise:
*Large Scale MPLS VPN Network for China Telecom, partner with China Telecom network operations teams for critical incidents troubleshooting and Root Cause Analysis
*Enterprise switching network and VoIP projects

Network Field Services (Troubleshooting and Optimize)

Design, implement and support large carrier and enterprise data network. Provide remote and field technical support to customer. Escalation point for complex technical issue.