Roma Eywik - Molak

POLENERGIA Group is the largest private energy group in Poland, focused on clean and renewable energy generation, including wind, solar, and biomass. It plays a key role in Poland’s transition to sustainable energy through innovative technologies, electricity production, distribution, and energy trading.

Objectives:

• Credit Risk Assessments: Conducting detailed risk evaluations for energy trading in wholesale markets and for end customers.
• Policy Development: Developing and enhancing the Credit Risk Management policy within the POLENERGIA Group.
• Team Coordination: Managing team activities to ensure efficient task execution and goal achievement.
• Process Automation: Implementing automated processes for counterparty verification and assessment.
• Employee Training: Designing and delivering training on Credit Risk and Compliance for POLENERGIA employees.
• Cross-Department Collaboration: Working closely with Legal and Compliance to ensure regulatory alignment.

Personal Union - the position combines two areas related to the implementation of tasks commissioned by the service distributor (STOEN OPERATOR) and the seller (E.ON POLSKA). The scope of responsibility and the structure of the team I manage, is closely related to the Energy Law and other regulations governing the sale and distribution of electricity.

Objectives:

I'm responsible for process optimization, implementation of budget and project management for:

• B2B DEBT COLLECTIONS: team of 9 debt collectors responsible for portfolios of B2B clients. Close relationships with customers and individual negotiations supported by mass communication tools ensure highest effectiveness of this team.
• B2C DEBT COLLECTIONS: team of 10 experts responsible for recovering receivables from individuals and SOHO customers by internal tools, as well as through outsourcing of packages at the level of amicable and court-enforcement recovery.
• FIELD DEBT COLLECTION: Execution of orders to disconnect and restore electricity supplies by full-time employees and contractors (30-35 employees).
• METER READING TEAM responsible for delivering energy meter readings in order to issue settlements with customers of E.ON Polska and other electricity sellers.

I was responsible for the collection of B2B clients located in the United States and Canada of Retail and Banking segment. My team of collectors handles all matters related to the financial settlements of the company's largest customers.

Objectives:

• managing work of collectors
• keeping customer's accounts up to date by cooperating directly with client's representatives, and internally with Sales Team, Billing and Disputes Departments.
• reducing overdue level
• credit management
  
• reports preparation and revenue forecasting to estimate the financial reserves

Using my knowledge of constantly changing legal regulations, the debt management market and the needs of loan and debt collection companies, I help to optimize debt recovery processes by exploiting the experience and resources of Polska Siec Windykacji Sp. z o.o., Sp. k. I successfully negotiated with primary and secondary creditors, law firms, debt collection companies and representatives of investment funds.

Objectives:

• New contracts acquisition
• New business relations establishing
  
• Customer experience management
  
• Active participation in industry conferences (materials preparation; lectures and debates)
• Marketing area co management

Objectives:

• Co-creation of a code of ethics, which is to be guidelines for the debt collection industry (start of the project)
  
• Procedure and consideration of complaints about unethical behavior of association member companies

The main objectives were to recover the nc+ subscriber by enforcing repayment and reducing the level of overdue debts through broadly understood debt collection and sale of debts. I've been evaluating and executing the portfolio of clients as well as the cost and revenue budget, constantly optimizing expenses and processes. I close cooperation with Controlling and Business Intelligence Departments I built a comprehensive debt collection course that improved customer loyalty results by nearly 40% in 18 months with a simultaneous reduction in bad debt. The main factor that had an impact on the constant and cyclical exceeding of KPIs was shifting part of Call Center from CRM and inclusion in the structure of the Debt Collection Department. Consistent processes and clearly defined KPIs focused on effective recovery of receivables while maintaining a level of customer loyalty. I participated in numerous industry conferences and trainings both as a participant and speaker.

Objectives:

• Credit risk assessment by using internal and external recourses. Entry criteria adjustment depending on the product and sales channel (e-commerce, Call Center, Points of Sale),
  
• Payment monitoring, process optimization through creation and management of different communication channels
• Early collection - internal Call Center management, and debt collection outsourcing
• Legal recovery, cooperation with legal offices
• Receivables assignment
• Expansion of the reporting system in cooperation with the IT and Business Intelligence departments
• Managing a team of 70 employees (5 units)
  
• PLN 80 mln budget
  

Managing the billing data migration project and processes optimization after the merger of ITI Neovision and Canal + Cyfrowy (part of global project). Very close cooperation with CRM, IT and Marketing Departments ensured the use of the synergy effect and simultaneously keeping high customer satisfaction with no payments downtimes.

Objectives:

• Management of billing processes
  
• Mass correspondence
  
• Development of payment methods for subscribers
  
• Debt Collection (Customer verification, Payments monitoring, cooperation with external agencies, cooperation with law offices, sale of bad debt).

Back Office management. Introduction of an innovative way of bills presenting on the TV screen, preceded by information campaigns, thanks to which postage and printing costs have been significantly reduced.

Objectives:

• Billing
  
• Mass correspondence - negotiations with post-service providers and printing houses
  
• Payment processing - cooperation with financial and payment institutions
  
• Processes quality unit

Customer Care Center for premium telecommunication clients (B2B sector).

Objectives:

• Call center enlargement (up to 15 HC)
  
• Churn preventing
  
• Procedures elaboration
  
• Leading loyalty programs
  
• Budget planning
  

Creating a Customer Care department for premium clients (B2B sector).

Objectives:

• Customer care kick off
  
• Consultants supervision
  
• Complaint handling
  
• Debt collection
  
• Reporting