Customer Service Specialist - Manufacturing Industry

RMX Industries Pvt. Ltd.; Jalandhar; On-site; INR 3,000,000 - 7,000,000; Full time

Job summary

RMX Industries Pvt. Ltd. in India seeks a Head of Customer Service to own end-to-end customer experience across RMX, BluBird and global accounts.

This role creates a single accountable owner, defines SOPs, escalation rules, and data linkage to drive faster resolutions and protect cashflow. Responsibilities include building staff, establishing metrics, leading weekly reviews, and coordinating with Quality, Export, Sales and Product to resolve root causes, improving customer trust and business

Qualifications

• 10 to 15 years in customer service, customer experience or claims management.
• Experience leading a multi-channel service function end to end (3–5 years).
• Direct experience managing B2B accounts, distributors or retail partners through escalations and disputes.
• Exposure to domestic/export and US/international entities is strongly preferred.

Responsibilities

• Own the RMX definition of customer delight and translate into SOPs, SLA and escalation rules.
• Take direct ownership of all customer service queues across BBI, RMX/Zephyr and ROW.
• Set role charters, escalation authority and decision rights for each queue owner.
• Build staffing, structure and shift coverage to meet function needs.
• Define and enforce response and resolution time standards by channel.

Skills

Decisive under pressure

Cross-functional influence

SOP design & escalation

Data-driven decisions

Education

Graduate in any discipline

MBA or equivalent (advantage)

Job description

Position Purpose

Customer service at RMX and BluBird today runs as five separate queues: our India export business, our US entity (BBI), our Zephyr D2C business and our Rest of World desk. Each queue has handled its own volume competently in parts, but no single leader owns the customer experience end to end, owns the data that would show where it is breaking down, or has the standing authority to pull Product, Quality, Export and Sales into a fast, coordinated fix when a customer or account is at risk.

This is not only a customer experience problem. It is a cashflow and account risk problem. Export disputes caused by avoidable documentation errors have turned into threats to end a relationship and go public. Claims that are not resolved the first time are being resolved twice, at double the cost. At least one marketplace account has had payouts held over delivery performance. At least one product line has a reliability problem serious enough to generate public one star reviews, with no reliable spare parts route to fix it. None of this shows up cleanly on a P&L line today. All of it will, if it is left alone.

The Head of Customer Service is being created to own that root cause, the absence of a single accountable leader, rather than to administer the function as it exists today. This is a build and fix mandate, not a maintain mandate, and it comes with the authority to make the rebuild stick.

Our Definition of Customer Delight

Before this role is described in terms of duties, it needs to be described in terms of standard. This is what RMX and BluBird mean by customer delight, and it is the measure this Head is hired against.

Customer delight is not the absence of problems. Our products already earn real customer loyalty, including from customers filing a complaint at the same time. Customer delight at RMX means giving the customer more than what good service requires, without being asked for it. It is the difference between meeting a commitment and making the customer feel like the most important account we have. Good customer service solves the problem the customer brought to us. Delight anticipates the problem before the customer has to raise it, adds something the customer did not demand but clearly values, and leaves them feeling looked after, not just attended to. It is earned one unprompted gesture at a time: a status update nobody asked for, a replacement sent before the claim is even filed, a problem fixed before the customer notices it was there. This is the standard above the baseline that the Head of Customer Service is responsible for building into the function, not as an occasional gesture, but as how RMX and BluBird are known to treat every customer, every time.

• We keep our word. A date, a callback or a commitment made to a customer is something the company stands behind, not a best effort. If it cannot be kept, the customer hears that from us before the date passes, not after.
• We speak before we are asked. A customer should learn about a delay or a problem from RMX first. Ten or more customers telling us in writing that nobody responded for weeks is the single clearest sign this principle is not yet real.
• We fix it, we do not just log it. A ticket is not resolved because it has been marked closed. It is resolved when the customer agrees it is. Closing an unresolved ticket to clear a queue is a failure, not a resolution.
• We earn trust back faster than we lost it. How we respond to a failure matters more than the failure itself. A fast, generous recovery turns a defect into loyalty; a slow or grudging one turns a defect into a lost account.
• One standard, every customer. An export customer in Kuwait, a US retail partner and a private buyer on Amazon all get the same promise: they are heard, they are helped, and they get a real decision within a committed time, regardless of which queue or entity picks up the ticket.

This is not a values poster. Every SOP, SLA and escalation rule the Head of Customer Service sets exists to make these five principles true in practice, for every customer, every queue, every day, not only when volumes are light and nothing has gone wrong.

What Success Looks Like: First 90 to 180 Days

By Day 90

• Every customer service queue (BBI Inquiries, BBI Claims, D2C, Zephyr, ROW) has one named, accountable owner. No queue remains shared or unattributed.
• A single ticket categorisation and company linkage standard is enforced before any ticket can leave New.
• A 48 hour leadership escalation rule is operating for any dispute involving money, a repeat product failure, or a threat to leave or go public, with evidence it has actually been used.
• Every claim sitting in a denied or unresolved state with no customer communication has been closed out, one way or another.

By Day 180

• Resolution time, median and outlier, is tracked and reported monthly for every queue, with the longest outlier cases down to a defined, published target.
• A formal, working link exists between recurring product defects and Quality or CAPA, with at least one defect pattern root caused and acted on through this role.
• Spare parts for the highest demand items are identified, stocked and purchasable, closing today’s gap between what customers ask for and what is available.
• A weekly service review and a monthly deep dive are running on a fixed cadence with leadership attendance, and a customer satisfaction measure (CES at ticket close) is live in at least one major queue.
• At least one previously at risk account has been personally stabilised by this role, with a documented resolution and the relationship still intact.

Key Roles & Responsibilities

Function Leadership & Ownership

• Own the RMX definition of customer delight in practice: make it the lived operating standard behind every SOP, SLA and escalation rule this role sets, not a statement on a wall.
• Take direct ownership of all customer service queues across BBI, RMX/Zephyr and ROW, replacing shared and unattributed ownership with named accountability within the first two quarters.
• Set role charters, escalation authority and decision rights for each queue owner, so routine issues are resolved at the front line and only genuine escalations reach the Head.
• Build the staffing, structure and shift coverage the function actually needs, and make the case for it rather than inheriting headcount as fixed.

Service Standards & Claims Ownership

• Define and enforce response and resolution time standards by channel, and own the claims and warranty process end to end: approvals, replacements, repairs and refunds.
• Set a firm rule that repeat failures elevate to a refund or replacement, not a repeated attempt at the same fix, and hold the function to it.
• Make ticket categorisation, account linkage and resolution data mandatory and audited, so the function can see its own patterns instead of reading them case by case.

Account Risk & Escalation

• Own the at risk account process personally: identify accounts carrying financial, reputational or relationship risk, and get a leadership level response to them inside the 48 hour rule.
• Hold direct, senior conversations with distributors, dealers and key export or retail accounts on disputes involving cost, quality or repeat failure, alongside Sales and Export leadership.
• Put a standing check on export and B2B documentation, so the clerical errors currently turning into account level disputes stop reaching the customer.
• Track retailer and marketplace account health (delivery performance, chargebacks, payout holds, review scores) and act before it becomes a penalty.

Product Quality & Supply Loop

• Act as the formal link between customer reported defects and Quality or Product: recurring failure patterns get root caused and tracked through CAPA, not resolved ticket by ticket.
• Flag products or batches with a disproportionate share of claims for a quality hold or design review, and own that action through to closure.
• Own spare parts availability as a service deliverable, from identification through to stocking and sale.

Measurement, Cadence & People

• Build the metrics the function currently lacks: complaint themes, backlog by queue, claim ageing and a live customer satisfaction measure.
• Run the weekly service review and monthly deep dive personally, and give the COO a short, honest monthly summary with open issues, owners and dates.
• Coach queue owners on acknowledgement discipline, honest ticket closure and escalation judgement, and build a real training path for new customer service hires.

Educational Qualification

Graduate in any discipline; a degree in Business Administration, Operations, Supply Chain or Engineering is preferred. An MBA or equivalent postgraduate qualification is an advantage. Exposure to quality systems, Six Sigma or CAPA methodology is a strong plus given the product quality dimension of this role.

Experience & Competencies

Experience

• 10 to 15 years in customer service, customer experience or claims management, including at least 3 to 5 years leading a multi-channel service function end to end, ideally in manufacturing, industrial products or an export-led business.
• A demonstrated track record of building or substantially improving a service function from a fragmented or reactive state, not only operating one that already works.
• Direct experience managing B2B accounts, distributors or retail partners through escalations, disputes and claims, including senior-level crisis conversations.
• Exposure to both a domestic or export business and a US or international entity is strongly preferred, given the global scope of this role.

Core Competencies

• Decisive under pressure: assesses a high risk account or public escalation quickly and acts, rather than waiting for consensus.
• Strong cross functional influence, able to get Quality, Production, Export and Sales to act on service findings without formal authority over those teams.
• A builder, not only an operator: comfortable designing SOPs, escalation rules and scorecards where none exist, and running a disciplined cadence to keep them alive.