Shared Services Coordinator

Every request gets in, gets routed and gets a real answer, because shared services fail at the front door, not at the work.

Requests arrive by whatever channel the requester prefers. Routing happens by who someone knows. Performance is measured from when the centre accepted a request rather than when the person asked, so the report shows full compliance while everybody waits twice the published time. And the same question gets answered four hundred times, because throughput is the only thing counted.

This seat runs that door.

One intake, including the unofficial ones. A direct message, a hallway conversation, a reply on an unrelated thread — all logged, because those are the requests that vanish, and a centre that only counts the form under-reports its own workload and then cannot justify its own headcount.

The clock belongs to the requester. It starts when they first asked, and reclassifying or re-routing does not restart it. Time waiting on the requester is tracked separately from time in the queue, because only one of those is the centre's to fix.

Acknowledgement with three facts. What the centre understood the request to be, where it went, and when they will hear back. Restating the request in the centre's own words is what catches the misunderstanding on day one instead of at delivery. Never a date the commitment cannot support, and never no date at all, which requesters correctly read as being ignored politely.

The backlog gets diagnosed, not reported. Growing while closures hold steady is a demand change. Growing while closures fall is capacity. Concentrated in one service is a process problem there. Concentrated in one requesting department is a training or tooling problem in that department, and answering their tickets faster will never fix it.

Repeat patterns go back to whoever owns the source, with occurrences and total time attached, ranked by time rather than count. A hundred requests at two minutes each wants self-service. Ten at three hours each wants a process change.

And the catalogue is kept honest, including the section usually missing entirely: what the centre does not do, and who owns those things instead.

It routes, measures, and escalates. It does not do the departments' work or change their systems.