Toma
Strelčiūnė

Experience

Nine years of leading the teams that look after customers.

1. 03/2025 — Now Current

   Head of Customer Experience

   CyberCareQA · Training · Knowledge Base

   • Lead three teams — Quality Assurance, Training and the Knowledge Base — that work as one toward a single goal: customer experiences worth remembering.
   • Keep the everyday focus on growth, collaboration and genuinely caring about the work.
2. 06/2022 — 03/2025 2 yrs 10 mo

   QA Lead

   CyberCare

   • Led quality assurance at CyberCare for almost three years, then stepped up to head customer experience.
3. 05/2019 — 06/2022 3 yrs 2 mo

   Supervisor, Global QA AML Compliance Team

   Western Union

   “Immediately upon stepping into a supervisor role, Toma demonstrated customer-focused leadership by implementing metrics to identify and eliminate waste and created standard work to protect the customer across our Partner Call Center sites. [...] After problem solving the issue, [Toma] implemented countermeasures that reduced the QA variance by almost 40%.”

   • Led a team of 10 covering 2 products in 5 languages, across two grades and sets of responsibilities.
   • Found a gap in how quality was executed, solved it, and cut QA variance by almost 40%.
   • Introduced metrics to find and eliminate waste, and standard work that protects the customer across partner call-centre sites.
   • Implemented QA standards, and kept the Consumer Protection and Fraud Claims evaluation quotas on target.
   • Brought new products into QA smoothly and transparently, with full support for the team and good relationships with operations partners.
   • Hired, onboarded and coached: time with each person, and career paths agreed together.
4. 09/2017 — 05/2019 1 yr 9 mo

   Team Lead, Reaccreditation (B2B)

   Western Union Business Solutions

   • Cleared the UK and USA reaccreditation backlog with a new strategy and reallocated resources.
   • Introduced UK reaccreditation case creation in Salesforce, removing waste from the process, and set up a GBP NA queue so the team’s work was visible.
   • Worked directly with Global Compliance to improve global reaccreditation procedures.
   • Built a new quality-evaluation process for the team, which led to marked performance improvements.
   • Created a recognition and reward plan, then handed over the UK process with an action plan and support for the new team lead.

How I work

Less waste, clearer standards, people who grow.

Most of all, make everyone’s life easier than it was yesterday: customers, the team, and the partners around it.

1. I

   Find the waste

   Lean operations start with measuring where the time goes. Metrics show the waste; standard work keeps it from coming back.

2. II

   Quality you can measure

   Clear QA standards, sampling that meets what was agreed, and one shared idea of quality, so a score means the same thing to everyone.

3. III

   Time for each person

   Growth plans are made with people, not for them: time one to one, career paths agreed together, and recognition for good work.

4. IV

   Knowledge that travels

   Training and a living knowledge base turn one person’s good answer into everyone’s.