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Over the past three months, we have received positive feedback from the CSRs, highlighting our ability to effectively manage requests—especially PI-related concerns. Our team has been consistent in providing timely support and clear communication, which helped ensure that requests were handled efficiently.

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From my perspective, the compensation adjustment does not fully reflect the scope and complexity of the requests we handle on a daily basis. Given the volume and nature of tasks—particularly managing PI-related requests, resolving account issues, and coordinating with vendors—the role requires a high level of effort and accountability.

I believe there is an opportunity to better align compensation with the level of responsibility, impact, and consistency required to effectively perform these duties

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I believe it would be helpful to have clear expectations and a defined list of request types that we are expected to handle moving forward. Clarifying whether our role is primarily as a liaison or an executor would provide better direction for the team

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We are all from a different positions and projects, and we collaborate most of the time whenever something unfamiliar is assigned to any of us.

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Given the newly created role, how can we ensure that it provides job security, especially with the ongoing changes in management? There is some concern that with the transition, the new management might reassess the role’s relevance by Q3 and potentially consider it unnecessary.

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We understand that the role and its responsibilities are still being refined, there are instances where it is unclear whether certain requests should be accepted or redirected to another team, which can lead to confusion and inefficiencies.

With this, is there a plan or expected timeline for when the task scope and coverage will be fully assessed and finalized? Additionally, would there be an opportunity for cross-training with other teams to better understand their SOPs and team-specific processes, rather than relying primarily on tribal knowledge?

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There has been a noticeable gap in communication with the rollout of new tasks. Compared to the AR Integration process, where updates and expectations were clearly communicated via email ahead of time, recent tasks are now being received ad hoc as they arise. This has resulted in new tasks without sufficient context, or alignment across the team.

Moving forward, it is strongly recommended that any new direction, process change, or additional task be formally communicated through a written announcement or via email before implementation. This will help ensure expectations are clearly set, allow the team to plan workload accordingly, and prevent confusion or delays in execution.

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Update on above: The comms have been addressed and a new document has been released.

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Teamwork has been the most positive aspect of my AR role so far, with everyone collaborating seamlessly, supporting one another, and working together efficiently to complete tasks or projects.

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Teamwork has been the most positive aspect of my AR role so far, with everyone collaborating seamlessly, supporting one another, and working together efficiently to complete tasks or projects.

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One area that did not go well was communication with counterparts, as there were instances where alignment and coordination could have been clearer to ensure smoother collaboration and avoid delays or misunderstandings.

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SOM:

- Masterfile of tasks

- Ad hoc tasks to be communicated ahead/implementation of WD

- Meeting recording/standard MOM for all meetings

For Jon:

Work on handling pressure

1 station only for AR