Olena Davydenko and the team that taught tickets to work for customers
Olena Davydenko, Head of Customer Experience Management, completed the first quarter of 2026 with a bright result - the successful closure of the "Tickets" project, which became a real transformation of the company's approach to working with customers. When Olena first started working on this tool, she noticed that the system for processing client requests was opaque: requests often "wandered" between departments, deadlines were unknown, and analytics were practically not conducted. This made it difficult to respond in a timely manner and did not allow monitoring the quality of service.
Understanding the problem became the impetus for creating a systematic categorization of tickets. Olena and her team did not just add the necessary types of requests - they aligned all branches of communication so that requests went directly to the responsible specialists. Thanks to this, processing time was reduced, and the quality of responses increased significantly, because each employee now works in his own area of expertise. The project also covered quality control: from now on, it is possible to track deadlines and responses, paying attention to all customer requests, which allows you to analyze the effectiveness of interaction and improve processes.
Analytics became an important element of the transformation: now the team tracks not only the types of requests, but also business topics, product groups and technical specifications, which allows you to see where improvements are needed and where customers expect a faster response. Previously, a response to a request could be received in four days; now most tickets are processed in 30 minutes - 3 hours, and more complex cases receive attention within 72 hours, with full transparency of the process. Such an organization allows the company to be closer to customers, respond quickly to their needs and maintain a high level of service, which directly affects loyalty, repeat purchases and financial results.
Separately, we can also mention the work with positive feedback and suggestions from customers. “Not only criticizing, but also thanking is part of the customer experience,” says Olena. Acknowledgements are recorded, passed on to managers to recognize employees, and customer ideas are systematically processed, which strengthens loyalty and makes interaction more lively and friendly.
The Tickets project was not only a technical improvement, but also a cultural change in the approach to customer experience. Olena notes that success was possible thanks to a wonderful team, where everyone was interested in the result and ready to actively participate in changes. There were no moments when I wanted to give up in the process - there was only motivation to create an effective tool that really works for the benefit of customers and the company.
Outside of work, Olena finds time for creativity and nature. She loves to embroider, draw, take care of her garden, write poetry and read a lot. These hobbies, according to her, help her find balance and inspiration even in a dynamic work rhythm. Her approach to work and life demonstrates that systematicity, attention to detail, and a genuine interest in people can change a company from the inside out, making the customer experience not just efficient but also truly comfortable.
The Tickets project became more than just a tool — it showed that purposeful work, strategic thinking, and genuine customer care can change a company from the inside out and raise service standards to a new level.