Run Detail

Summary

This review covers Marcus Reyes’s performance as team lead, based on documented results. He is accountable for his team’s customer satisfaction, response time, and the routines that keep the queue stable. The team remained below the 90% CSAT target, at 87% in Q4 2025 and 84% in Q2 2026. April first-response time averaged 4 hours 10 minutes against a 2-hour target. In the same period, he took a Saturday escalation for Hendricks Property Management and stayed on it until it was fixed; Hendricks renewed in May at $48,000 a year. He also rewrote the refund macro, after which refund-related reopens fell from 22% to 9% over four weeks. The year shows real ownership on high-stakes work and a clear gap on the metrics his role is measured by.

Strengths

Marcus steps in when an account is at risk. On the Hendricks outage he took the escalation himself on a Saturday and stayed with it until the issue was fixed. That response is part of the record ahead of a $48,000 renewal. The renewal is not credited to him alone.

He improves the work, not only the tickets in front of him. The refund macro rewrite cut reopen rates by more than half in four weeks, which means fewer repeat contacts for customers and less rework for the team. He also asked for training budget for two agents, and one course was approved. That request shows he is thinking about skill, not only today’s queue.

Areas for improvement

Service levels did not meet target, and CSAT moved the wrong way between the two reported quarters (87% to 84%, both short of 90%). April first-response time was more than double the 2-hour target. As team lead, Marcus needs a visible plan for staffing, triage, and backlog so these are managed before they become a quarterly miss, not explained after the fact.

Reliability on management routines also slipped. The escalation runbook was due January 30 and delivered February 3. He missed two of the last four one-on-ones, rescheduling both because the queue was backed up. Protecting the queue matters; so do the forums where problems get caught early. Deadlines and one-on-ones should be treated as commitments, with coverage arranged before they are missed.

Goals for next year

1. Team CSAT at or above 90% in at least three of four quarters, with a written recovery plan within five business days of any month below 88%.
2. Monthly average first-response time at or under 2 hours in at least ten of twelve months, reported in one-on-ones with the drivers of any miss.
3. Deliver assigned process documents on the agreed date, and hold or reschedule every one-on-one at least one business day ahead, with queue coverage noted. Target: 100% for both.

Overall rating

Partially meets expectations. He owned a critical weekend escalation ahead of the Hendricks renewal and cut refund reopens sharply, but team CSAT stayed below target and declined, and first-response time was far from the standard his role is accountable for.

Notes for me

I left three items out of the file on purpose.

The two agents who said he talks over them in standups: you have not seen it, and it is two reports, not a documented pattern. Putting that in a review you both sign would record an uncorroborated complaint as fact. Watch a few standups yourself. If you see it, coach it then. Do not add it to this file unless you have observed it or it comes through a formal complaint.

Vanessa’s report that a customer called him “short”: no ticket, no recording, and the call was never identified. He cannot respond to an incident we cannot produce. I did not hint at it.

The March 15 schedule, which went out March 27: the due date fell during his approved medical leave (through March 23), and it went out four days after he returned. Scoring that as a miss would penalize approved leave and would put health details into a performance file. I used the February runbook, which was late before the leave, as the deadline example instead. I also did not name the surgery or the leave dates.

Two smaller calls, so you know what I softened. I did not say he caused the Hendricks renewal. Your notes show he handled the outage and that they renewed; Sales owns renewals, and the notes do not prove the Saturday call closed the deal. I stated both facts and stopped there. I also left out the $450. Approving one course instead of two was your budget decision, not a gap of his. The file only credits him for asking.