2016 has been a challenging year for Oisin Hanrahan. As CEO of Handy, Inc. he has constantly dreaded showing up for meetings on Tuesday mornings. His PowerPoint presentation on Handy’s latest product upgrade was not going as planned. His visionary plan on shifting from the manual to the online on boarding process had met unexpected challenges which ultimately contributed to low enrollment numbers.
Rather than champion for a systematic upgrade from one market to another, Oisin had insisted on a complete overhaul of company operations which did not sit well with the Board. According to Umang Dua, the program was not equipped enough to finish the application process without human assistance. However, the duo opted to conduct a test run on specified markets to gauge its accuracy in Washington, D.C. and Miami. The co-Founders also had a monumental task of selecting the most appropriate time to enroll the program on Handy’s markets. Making such a decision was crucial especially with the upcoming $ 50 million venture capital funding.
Having raised over $ 110 million from capital funding, Handy’s Founders (https://www.handy.com/) deemed it necessary to expedite the expenditure process as a means of gaining the competitive advantage over its rivals. Market penetration and growth became the top priorities of the company. An unexpected departure by Homejoy, Handy’s primary competitor, brought an unprecedented upturn of events. With their departure, Handy diverted all their attention and resources to meeting the needs of its suddenly large client base.
Before reestablishing its former glory, Handy has had to address several customer complaints projected by low ratings. Clueless cleaners and last-minute cancellations had negatively impacted the company’s growth. The home cleaning service provider opted to outsource the calling services to experienced centers based in Florida to effectively revamp the public relations department. Such a move has proven to be beneficial with an increase in positive feedback from customers. However, Handy had to make the toughest decision by laying off over 100 in-house customer service agents to cut down on operating costs.