vendor late AGAIN tracker_v3_FINAL(2).xlsx who owns this?? escalation #47 "quick call?" SLA breached click anywhere to skip
⚠ SYSTEM FAILURE ⚠
OPERATIONS WITHOUT ME
I am working hard to fix this.
5
SECONDS UNTIL I RESTORE ORDER
Imagine this recovery speed,
for your company.

Operations command center · Dubai, UAE

Messy processes, made to run beautifully.

I'm Krina Nagda, a business operations manager with 8+ years of turning chaos into systems that teams actually love using. Legal-tech, healthcare, advisory: different industries, same result.

Now in Dubai, available immediately.

✉ Email me WhatsApp me
Reading as:

// the site adapts to whoever's reading. Pick your seat.

0
NPS, sustained (not a one-quarter spike)
BizExpress · 2,000+ clients
0
Google rating across the client base
BizExpress · 2024-26
0
client escalations, via root-cause analysis
Vakilsearch · legal-tech
0
operational efficiency, by automating onboarding
Quantum CorpHealth
0
team members led & mentored
Vakilsearch · 2017-22
0
cost savings from merging three teams into one
Vakilsearch · integration lead
System status · liveRegion: MENA · Uptime: 8y+
Process designOPERATIONAL8 yrs uptime
KPI dashboardsLIVErefreshed obsessively
Client escalationsCONTAINED−40% and falling
Cross-team commsFLOWINGoperations ↔ sales ↔ tech
SpreadsheetsDANGEROUSLY PROFICIENTask about the pivot tables
AvailabilityIMMEDIATEno notice period
Last incident: none on record. This dashboard is always green.

Raise a ticket.
Watch it close.

Four problems every scaling company knows, and four times I shipped the fix. Open one. Resolution is instant, which is more than most helpdesks can say.

QUEUE: 4 openAVG RESOLUTION: 3.0s, dramatizedMOOD: unbothered
activity log · liveT+0.0s · ▸▸ click log to fast-forward

The situation

2,000+ clients at BizExpress Advisors, and retention riding on service quality nobody was measuring properly.

What I did

Built the NPS machine: feedback captured at the right milestone (two questions, 60 seconds), tracked live on Delighted, every detractor called (called, not emailed) within 24 hours, and every negative pattern traced back to the process gap that caused it. Fix the gap, score climbs, repeat.

Resolution

NPS 60+ sustained4.8★ Google ratingretention protected

Tools

Delightedlive dashboardsa phoneempathy
✓ RESOLVED
activity log · liveT+0.0s · ▸▸ click log to fast-forward

The situation

Quantum CorpHealth, a healthcare company where the client-servicing function simply didn't exist yet.

What I did

Built it from scratch and scaled it to a team of 8. Wrote the SOPs for vendor onboarding, client communication, and training. Then automated onboarding, tracking, and reporting with Google Forms and Sheets: unglamorous tools, glamorous results. Kept records audit-ready and acted as liaison for Middle East operations.

Resolution

+60% efficiencyteam of 8, from zeroaudit-ready records

Tools

Google Forms + SheetsSOPs people actually readtraining loops
✓ RESOLVED
activity log · liveT+0.0s · ▸▸ click log to fast-forward

The situation

Vakilsearch (now Zolvit), India's largest legal-tech platform. A 70+ member operation where the same complaints kept coming back wearing different names.

What I did

Stopped treating symptoms. Ran root-cause analysis on recurring complaints and communication gaps, held monthly skip-level reviews, and tracked every action item to closure. Trained and mentored the team on handling escalations.

Resolution

−40% client escalationscalmer teamcalmer clients

Tools

RCAskip-level reviewsaction-item tracking
✓ RESOLVED
activity log · liveT+0.0s · ▸▸ click log to fast-forward

The situation

Same platform, growth phase: three teams pulling in three directions, duplicated effort, and a process that lived in people's heads.

What I did

Led the integration of all three teams into one coherent operation. Drove the build of an internal CRM as the operations point of contact, and brought in data-driven manpower planning so staffing decisions came from numbers, not vibes.

Resolution

30% cost savingsCSAT up+10% efficiency post-CRMmanual errors: eliminated

Tools

internal CRM buildmanpower planningdashboards
✓ RESOLVED

Ask WHY until it confesses.

Root-cause analysis, the toy version. Pick a pain, press the button, and watch five whys peel it down to the thing actually causing it, then the fix.

The 5 Whys machine

WHY × 0

Dashboards are a love language.

Everyone writes "proficient in dashboards" on their CV. I built one instead: a working replica of the SLA / NPS. It loads in the state most companies live in. Fix that with the green button.

TOOL 1/2The live dashboard demopress the green button, watch it heal
OPS_ROOM / customer-ops overview SYSTEM: STRAINED

NPS · trailing 8 quarters

projection without intervention: flat

Client escalations / month

trend: climbing · owner: unclear
Within SLA
71%
breaches every Friday, mysteriously
Manual hours / week
26h
copy-paste between five trackers
MY READ

The queue isn't understaffed; it's misrouted. Same six complaints, six different owners. This is a process gap wearing a people costume. Root-cause fix: one intake, one owner, one SOP.

Illustrative demo. The endpoints (NPS 60+, −40% escalations, +60% efficiency) are my real numbers.
TOOL 2/2Before / after slidergrab the green divider
The job, in one drag: every tracker I've ever inherited vs. what it became◂ drag ▸
CLIENT OPS · one source of truth
ClientOwnerStatusTAT
Al Noor LLCPriyaON TRACK1.6d
Falcon TradingRaviDONE ✓1.2d
Oasis GroupPriyaON TRACK2.1d
Marina HoldingsRaviAT RISK → escalated3.0d
AFTER
◂▸

Your turn on the table.

Five questions (brutal honesty required.)
Find out how messy your operations actually are, and which fix you'd need first.

DIAGNOSTIC · QUESTION 1/5

Detractors get a call.
Promoters write these.

Collected the way I collect NPS: honestly, and at the right moment.

10/10Darsh, Founder - BizExpress

Getting Krina on board to lead our operations paid immediate dividends. She joined us as we pivoted from a vendor-driven ops structure to delivering services in-house. Her process-first thinking and knowledge of Google Sheets automations made our processes run more smoothly. She belongs to a rare set of people who can understand both: processes and people.

She has also picked up AI in a way very few ops leaders have. I saw her improve productivity across our org by using simple AI tools! Krina has a bright future ahead of her and I wish her the best for her move to the UAE.

Received from a former manager.
10/10Reeva, Client

I had made up my mind to move to a different service provider until Krina's intervention. She not only understood the problem well, she gave me 100% clarity on the next steps and ensured the team kept their commitment!

Received from a client at BizExpress.
10/10Kanchan

Krina leads the team with empathy and logic. I think she is a natural leader who can get the best out of people. I loved working with her, and she is definitely among the best managers I've had.

Received from a team member at Vakilsearch.

The SOP for hiring me.

I love building SOPs. So I built one for why you should hire me.

Doc IDSOP-KN-001
Version8.5 · Dubai Release
EffectiveImmediately
OwnerYou, potentially
Review cycleBefore another company does
StatusAPPROVED, pending you

1. Purpose

To close the gap between "our ops are a mess" and "how was this ever a problem?"

2. Scope

Business operations, customer experience, process automation, and client delivery. Field-tested across legal-tech, healthcare, and business advisory. Finance-literate by training (CA Inter, ICAI), operations-obsessed by choice.

3. Prerequisites

None. I onboard myself. (I have onboarded 2,000+ clients; one more org is fine.)

4. Procedure 0/5 COMPLETE

  • Review the evidence, see the Ticket Desk above.
  • Note the rare mix: a CA-trained finance brain, 8+ years of ops leadership, and a photographer's eye for the detail everyone else scrolls past.
  • Check the toolkit:
  • Excel & Google Sheets (advanced)Zoho BooksTallyCRM / ERPDelightedFirefliesWisprflowAI productivity tools
  • Interview me. I'll have answers, and questions. (Six Sigma Yellow Belt in progress; the improvement mindset is not.)
  • Approve the hire, proceed to section 7.

5. What can go wrong

Most SOPs skip this section. Mine never do.

RiskImpactMitigation
You wait too longImmediate joiners in Dubai don't stay availableEmail today
You assume ops candidates are boringYou're reading an interactive ops website right nowReconsider
Your processes feel too messy to show anyoneNone. Messy is my favourite genreSee TKT-002

6. Version history

VerYearRelease notes
v1.02008-12Mumbai. B.Com + CA articleship (ICAI). Learned that every number has a story, and an audit trail.
v2.02017Vakilsearch (now Zolvit). Joined India's largest legal-tech platform; rose into core leadership of a 70+ member operation.
v3.02022Quantum CorpHealth. Built client servicing from zero to a team of 8; Middle East liaison; first taste of the region.
v4.02024BizExpress Advisors, Senior Manager, Operations. 2,000+ clients kept at NPS 60+ and 4.8★.
v8.52026Dubai Release. Relocated, fully operational, deploying immediately.

7. Approval

Prepared byKrina ✓
Reviewed byYou: in progress, going well
Approved byApprove hire →

Run my day.

Four decisions from a real ops day. You make the calls; I grade them gently and show my move. Takes two minutes; one vendor crisis included, free of charge.

SIM_0800 · a day in my seat CLOCK: 08:00SCORE: 0/8

08:00, Dubai. Coffee acquired. The dashboard is mostly green.
Today, you are the operations manager.

Raise a real ticket.

Tell me the priority, and I'll match your urgency. Detractors get a call within 24 hours. Imagine what promoters get.

// a role that might fit: let's compare notes

✉ Email me WhatsApp me LinkedIn ↗ ⤓ Download the PDF (resume)
Email: krinanagda@gmail.comPhone: +971 50 251 1410First response: < 24hBased in: Dubai, UAE