WNS (Holdings) Limited (NYSE: WNS) Customer Service Complaints Team

WNS delivers an entire spectrum of BPM solutions including industry-specific offerings, customer experience services, finance and accounting, human resources, procurement, and research and analytics to re-imagine the digital future of businesses.

Briefly describe the nominated team: history and past performance (up to 1,250 characters):

WNS (Holdings) Limited (NYSE: WNS) is a global leader in Business Process Management and digital transformation. Established in 1996 as a captive for British Airways, WNS has evolved into a trusted partner for more than 600 clients worldwide, operating from 66 delivery centers across 13 countries with over 66,000 employees.

WNS combines deep domain expertise with advanced analytics and next-generation technologies to deliver measurable business outcomes. Over the years, strategic acquisitions such as Vuram for enterprise automation, The Smart Cube and OptiBuy for procurement analytics, and HealthHelp for healthcare management have strengthened our capabilities across industries including travel, banking, healthcare, and retail.

Our consultative approach and focus on co-creating industry-specific solutions have positioned WNS as a pioneer in leveraging GenAI, automation, and analytics to transform customer experience.

Outline the team's achievements since July 1, 2023 that you wish to bring to the judges' attention (up to 1,500 characters):

The client, a global B2B travel leader, was scaling fast with 16,000-17,000 annual high-impact cases involving refunds, relocations, and vendor disputes. Despite strong CCaaS and CRM systems, escalations suffered from fragmented ownership, inconsistent decisions, and 7-10-day resolution times. Cases bounced between teams, lacked real-time SLA visibility, and created repeat issues. Agents spent 80-120 seconds on manual logging, adding cost without intelligence. CRIT (2022-24) reduced repeat issues by 70% and A-Team (2025) delivered $818K in savings, but efforts were siloed and not globally scalable.

The complexity persisted: no unified repository for partner insights, rising case volumes, and operational blind spots that eroded partner trust. Every unresolved escalation meant revenue leakage, higher cost, and damaged confidence.

The client needed reinvention-not incremental fixes. WNS introduced GET, a Global Escalations Team built to unify accountability, accelerate resolution, and embed prevention. GET delivered global standardization, RCA-driven resolution, and closed-loop feedback. Monthly cross-site reviews aligned corrective actions and eliminated invalid case drivers.

GET became the culmination of CRIT, A-Team, and governance evolution. In its first operational month, it handled 1,993 cases, achieved 95% quality, 81% SLA, and a 3-day turnaround. With fraud-control workflows, SLA governance, and partner-centric insights, GET established a global, scalable model built on precision, trust, and operational excellence.

Explain why the achievements you have highlighted are unique or significant. If possible compare the achievements to the performance of other players in your industry and/or to the organization's past performance (up to 1,500 characters):

GET transformed fragmented escalations into a unified, global model of accountability, speed, and trust. What once took 7-10 days now resolves in 3 days, with 95% quality and 81% SLA compliance-performance unmatched in the client's history and superior to typical multi-vendor travel operations, where resolution cycles often exceed a week and quality varies by region. GET embedded root-cause discipline, cutting repeat issues by 70% YoY and converting partner concerns into systemic corrections.

The shift is visible in the numbers: cases scaled rapidly from 146 (September) to 1,775 (October), with 16,000-17,000 projected annually. SLA performance jumped from 61.9% to 81%, while consistent RCAs reduced invalid case submissions by ~75 per month. For the first time, the client gained a single source of truth for partner issues, strengthened through monthly cross-site feedback and alignment across vendor locations.

GET also delivered significant human impact-removing manual rework, elevating SME skills in fraud detection and vendor negotiation, and boosting morale through clearer ownership and faster resolutions. Partners now experience predictable, region-agnostic decisions and faster outcomes, rebuilding trust and preventing downstream revenue loss.

By unifying global governance and delivering measurable, repeatable outcomes at scale, GET established a new industry benchmark for escalation management-proving that precision, speed, and prevention can coexist in high-volume travel operations.