HELP CENTER OPTIMIZATION
+15%
Help Center utilization
+10%
Customer satisfaction
Increased Help Center utilization by 15% while improving associated customer satisfaction by 10%, strengthening the digital self-service experience.
Open to new opportunities
Customer ExperienceService DevelopmentOperations
From customer service to customer experience — and everything in between.
Over 13 years of experience across customer service, leadership, operations and service development. I combine hands-on operational understanding with a practical approach to improving processes, customer experiences and the tools people use every day.
01 — Beyond the Job Title
What matters most to me at work is the people around me. I have learned that I can enjoy many different kinds of roles when I get to work with good people in a team where it is easy to talk, laugh and solve things together.
At the same time, I want my work to leave a visible mark. I enjoy improving how things work, solving problems and making everyday life a little easier for customers, colleagues or both.
I have often been described as approachable, easy to talk to and easy to work with — and that is something I genuinely value about myself.
I set a high bar for the quality of my work and like to take things all the way to a polished, finished result. I pay attention to details while keeping the bigger picture in mind, using facts, data and practical observations to guide my decisions.
I work best with clear structures, organized ways of working and information that is easy to find. For me, good organization is not just about keeping things neat — it's about reducing unnecessary friction and making more room for meaningful work.
Understanding customer needs and designing journeys around them.
Running reliable, measurable service operations at scale.
Improving services and processes continuously, not once.
Using data, systems and AI as practical tools for better service.
02 — Selected Impact
A selection of outcomes from across my career. Each number links back to a real change in how customers were served or how operations ran.
HELP CENTER OPTIMIZATION
+15%
Help Center utilization
+10%
Customer satisfaction
Increased Help Center utilization by 15% while improving associated customer satisfaction by 10%, strengthening the digital self-service experience.
CUSTOMER SATISFACTION
25% → 50%
Outsourced customer service CSAT
Improved customer satisfaction in outsourced customer service from 25% to 50% through operational development.
COST CONTROL
Over 28%
Reduction in compensation and refund costs
Reduced compensation and refund costs by over 28%. Also achieved the first on-budget result for compensation and refunds in company history during a separate period.
EMPLOYEE ENGAGEMENT
+10 pts
Employee Net Promoter Score (eNPS)
Improved employee eNPS by 10 points during my time as Service Manager, measured through quarterly employee surveys.
03 — Career Journey
Each role brought new responsibilities and a broader perspective on customer service — from solving individual customer problems to leading teams, developing operations and improving the broader customer experience.
6 roles
2012 – 2026
Customer Experience Management
2025 – 2026
2025 – 2026
Connected customer feedback, operational data and business priorities to improve the broader customer experience.
Connecting customer experience, operations and data
As Customer Experience Manager, my focus expanded beyond customer service operations to improving the broader customer experience. I worked on identifying opportunities across the customer journey and connecting customer feedback, operational data and business priorities to practical improvements.
Data analysis became an increasingly important part of my work. I developed my skills in using reporting and analytics tools to better understand customer behavior, identify problems and support decision-making.
Despite the role being cut short by Foodora's decision to exit Finland, we achieved tangible improvements. Customer satisfaction in outsourced customer service increased from 25% to 50%, while improvements to the Help Center increased its utilization by 15% and associated customer satisfaction by 10%.
The role brought together the different parts of my career: understanding frontline operations, leading improvement initiatives and using data and technology to create better customer experiences.
Customer Service Development
2022 – 2025
2022 – 2025
Focused on improving customer service processes, tools and ways of working for employees and operational performance.
Making operational development my main focus
Moving into the Contact Center Development Manager role allowed me to focus on improving how customer service operations worked. Instead of leading daily operations, I concentrated on developing processes, tools and ways of working that supported employees and operational performance.
I worked with operational teams and international stakeholders to identify recurring challenges and turn them into practical improvements. This included developing tools for working time tracking, shift and holiday planning, improving bug reporting and feedback processes, and making operational data more accessible.
As my role evolved, I took on responsibility for the compensation and refund budget. By improving reporting, cost visibility and operational practices, we achieved the first on-budget result for compensation and refunds in the company's history.
The role strengthened my ability to connect frontline needs, data, technology and business priorities — and turn operational challenges into improvements that worked in practice.
Operational Leadership
2020 – 2022
2020 – 2022
Shifted from daily operations toward broader planning, performance management and continuous improvement.
From daily operations to long-term improvement
As Service Manager, my focus shifted from managing day-to-day activities toward broader operational planning, performance management and continuous improvement. Alongside ensuring smooth daily operations, I became increasingly involved in anticipating future needs and developing how the team worked over the longer term.
I was the direct manager of the team leaders, supporting them in people leadership and operational decision-making. My responsibilities also included workforce planning, monitoring performance and balancing service targets with employee wellbeing.
The role strengthened my ability to look beyond immediate challenges, plan ahead and connect daily operations with longer-term goals.
Courier Support Leadership
2019 – 2020
2019 – 2020
Helped establish Finland’s dispatching team, from recruitment and onboarding to processes and team culture.
Building a team and its operations from the ground up
One of the most significant experiences in my career was helping establish a new dispatching team in Finland. I was involved in building the team from the ground up, from recruitment and onboarding to developing processes, working practices and team culture.
My responsibilities included workforce planning, reporting, monitoring courier operations and supporting the team in daily challenges, while maintaining a strong focus on employee wellbeing and engagement.
I also contributed to broader operational improvements, including introducing redeliveries as an alternative to automatic refunds for incorrect or incomplete orders.
The experience strengthened my skills in people leadership, operational development and building a team where people can succeed together.
Team Leadership
2017 – 2019
2017 – 2019
Supported the team’s daily work, monitored service performance and helped colleagues develop their skills.
Growing into people leadership
My transition into leadership was gradual. I had already been supporting colleagues and taking on additional responsibilities before becoming an official Team Lead.
In this role, I was responsible for supporting the team in its daily work, monitoring service performance and helping colleagues develop their skills. I worked with customer satisfaction, response times and other operational KPIs while balancing performance expectations with employee wellbeing.
One of my most important lessons was learning that leadership isn't about having every answer. It's about supporting people, giving them room to develop and addressing difficult situations when necessary.
Customer Service
2012 – 2017
2012 – 2017
Supported customers and restaurants, handled operational issues and helped onboard new colleagues in a growing operation.
Learning the business from the frontline
My career began in a small, growing customer service operation, where the work extended well beyond answering customer enquiries. I supported customers and restaurants, handled operational issues and helped onboard new colleagues.
As the company grew, I naturally started taking on responsibilities beyond my formal role. I became interested in finding practical ways to make everyday work easier.
One example was Pro Keys, a browser extension I discovered and tested before introducing it to colleagues. I shared guidance on using it and helped new team members adopt it. Over time, it became an essential part of the team's daily workflow.
04 — AI Projects
Each project starts with a concrete problem. The goal is not to become a software engineer, but to understand what modern tools can do and to apply them with good judgment.
An evolving AI-assisted workflow for finding, evaluating and organizing job opportunities and preparing applications.
Job searching can quickly become repetitive and mentally draining. I wanted to make the process more efficient without spending all of my free time searching for roles, preparing applications and organizing information.
At the same time, I had recently received feedback in a recruitment process that more hands-on AI experience would strengthen my profile. Building something useful for my own job search gave me a real problem to solve while developing that experience.
Before building the workflow, I first used AI to understand how agents work, what they are good at and how they should be instructed.
From there, I developed a detailed set of instructions covering the types of roles I was looking for, location and other practical criteria, and how each opportunity should be evaluated and documented.
The first version worked reasonably well, but the workflow developed through continuous iteration. I refined the tone and structure of application texts several times and changed how the information was organized based on how I actually used it.
For example, information about each role was initially stored separately. I later combined the job details, AI-assisted fit assessment and application letter into one document with separate tabs, making the information much easier to access if a recruiter called unexpectedly.
AI works best for me as both a thinking partner and a way to reduce repetitive manual work. The quality of the outcome depends heavily on defining the need clearly, testing the output and being willing to iterate until the result is genuinely useful.
Using AI to turn tested in-game scripts into practical add-ons and experiment with custom user-interface improvements.
I enjoy customizing user interfaces and tend to pay attention to efficiency, clarity and visual consistency.
Some of the changes I wanted in World of Warcraft required running scripts manually every time the game was launched. One example was a dual-monitor setup where the main gameplay area stayed on one screen while maps, chat and other interface elements were moved to the second.
I used AI first as a sparring partner to understand what needed to be considered and to identify the relevant in-game scripts.
I tested the scripts manually before building anything permanent. Once the solution worked, AI suggested turning it into an add-on that could apply the settings automatically whenever I logged in.
I did not write the add-on code myself. Instead, I described what I wanted, tested the results and used AI to generate and refine the implementation.
I later used the same approach for several smaller interface improvements. Some worked immediately, while others required repeated trial and error. A few ideas eventually reached the technical limits of the game or exposed gaps in how clearly I had described the requirement.
With a sufficiently clear specification, AI-assisted development can make surprisingly capable solutions accessible even without traditional software development skills.
It has also taught me that not every idea is technically possible, and that effective prompting is less about finding a magic phrase and more about understanding the problem, explaining the desired outcome and iterating based on what actually happens.
Supporting the local rollout of centrally developed AI features in customer service, with a focus on adoption, communication and user feedback.
While working at Foodora, I was the local Finnish stakeholder for customer-service AI features developed by the company’s central teams.
My role was not to build the underlying AI. I was responsible for helping bring the features into real operational use in Finland: communicating changes to the team, acting as the local point of contact, collecting user feedback and development ideas, and providing that feedback back to the central development teams.
One of the first features used the content of a customer conversation to identify whether the contact had entered customer service under the correct contact reason.
Previously, agents sometimes had to correct the classification manually when customers had selected the wrong route in the support flow. AI was introduced to help recognize these situations and reduce unnecessary manual work.
A later feature acted as an AI-supported assistant during customer conversations.
It used the relevant standard operating procedures and what was happening in the conversation to provide the agent with step-by-step guidance on what to do next — for example, what compensation to provide or which action to take on an order.
The purpose was practical: reduce the need to move between the customer conversation and a separate SOP site, speed up handling, reduce mistakes and support more consistent process adherence.
These projects gave me hands-on experience of what it takes to introduce AI into an operational environment: the technology matters, but so do usability, communication, adoption and the feedback loop between users and the people developing the solution.
I'm building my bilingual portfolio using ChatGPT and v0. I guide the process, test solutions and refine the website through iteration. Without AI, I wouldn't have taken on the project myself.
Create a personal, bilingual portfolio that goes beyond a traditional CV and makes my experience and approach to problem-solving visible.
I use ChatGPT as a thinking partner to challenge ideas, shape the content and turn our decisions into clear instructions for v0. I review the website, decide what I would like to improve, often share screenshots and ask for an assessment before presenting my own preferred solution. Then I test and iterate on the result. My role is to keep the overall direction and decisions in my hands, not to claim I wrote the site's code.
Partway through the project, relying on chat history to recover earlier decisions became difficult. I introduced a shared Google Docs content bank as a single source of truth for approved wording, changes and decisions — a familiar project-management practice from my previous work that proved equally useful in AI-assisted development. It gives me more confidence that earlier and newer decisions won't get mixed up.
The best results don't have to come from one AI tool. Different tools can complement each other, and one AI can help translate a conversation into effective instructions for another. I've also become better at giving instructions myself and discovered that talking through ideas in Finnish can work remarkably well. Most of all, I've enjoyed shaping, refining and publishing something that feels like my own work, even though AI makes the implementation possible.
Tools: ChatGPT, v0, Google Docs.
MY APPROACH TO AI
I see AI as a thinking partner and a way to reduce unnecessary manual work. I start with the problem, not the technology, and look for practical opportunities to make everyday work better.
A technically working solution isn't automatically a useful one. The real value comes from understanding the need, testing the outcome and applying human judgment.
I want to know what we are trying to improve and why before thinking about the solution.
I use AI to brainstorm approaches, understand unfamiliar topics and uncover possibilities I may not have considered myself.
Where possible, I first verify that the basic idea works. If it does, I build on top of it rather than committing too early to a larger solution.
A technically working result is not automatically a good result. I refine outputs based on usability, quality and the actual need.
I do not evaluate an AI use case based on speed alone. I consider the time saved, frequency of the task, quality, user experience and effort required to build or maintain the solution.
Automating something that happens once a year may not be worth half a day of work. A small improvement repeated hundreds of times might be.
05 — Skills
06 — Studies
Laurea University of Applied Sciences
Hyria Education
07 — Awards
Recognized within the international Customer Care organization for innovative thinking and an enthusiastic approach to new challenges.
Recognized for bringing positivity to the workplace and being someone colleagues could turn to for support and encouragement.
Company-wide Employee of the Year recognition.
Recognized for professional growth, taking ownership, initiative and supporting colleagues.
08 — Contact
I'm always interested in hearing about opportunities where my experience, practical approach and curiosity could bring value. If you think we might be a good match, I'd be happy to talk.
Hyvinkää, Finland