Cristina Man, Main Shareholder, Valoris Center: Customer service is no longer just a job, it’s a respected profession with an evolving skill set

Outsourcing Today, the business services industry’s community networking and news integrated platform, resumes the series of interviews dedicated to evolution, expectations and opportunities in business services and related industries.

We invite business leaders, managers of strategic departments of companies, key voices in their field to share with us their insights depicting the new beginning of this year in business, how it looks, how it is anticipated, what adjustments are included in 2025’s agenda and the perspective of growth.

Find the full series of interviews here

We spoke recently with Cristina Man, Main Shareholder, Valoris Center about the shift in the work mindset, the evolution of job market in IT industry and the role of the organizational culture, among others.

Find below the insights:

Strategic Vision and Market Trends
What are the key trends you believe will shape your industry in 2025?
While automation has been a part of the customer service landscape for a few years, in 2025 it will be a key enabler of more personalized customer support. We’re glad to see our partners embracing a service-focused culture, where consistency is more important than ever. We live in an era where customers are informed and empowered, no longer passive but actively shaping their own journeys based on their unique needs and preferences. To meet these expectations, automation plays a crucial role—it frees up time, allowing customer service teams to focus on delivering more personalized, meaningful experiences while reinforcing a customer-centric culture.

Whether it’s chatbots handling simple inquiries, automated email responses, self-service portals, or more advanced AI-driven systems, automation will be a crucial factor in enhancing efficiency, reducing response times, and ensuring consistent service. This allows human agents to focus on delivering more personalized and meaningful interactions. Customer habits today are influenced by factors like trust in digital technologies, concerns about data security, and how or when they prefer to contact or be contacted by a business. Because of this, the human touch needs to be top-quality, ensuring that customer experience is meaningful, quick, and effective in addressing requests or providing solutions.

This brings us to another key trend we’re seeing: the rising significance of people engagement and empowerment. Customer service is no longer just a job, it’s a respected profession with an evolving skill set. Today’s CX professionals are not only empathetic and skilled in problem-solving, but they also possess commercial awareness and a drive for continuous business improvement. In a competitive labor market where talent retention is a challenge, companies that prioritize engaging and empowering their people will be the ones that thrive.

What major adjustments should a business consider this year, in the context of local market competition and worldwide challenges?
At Valoris, we believe moving into new markets and cultures is an essential adjustment. Our business strategy over the past several years has been focused on increasing our visibility in the international market and strengthening our position in the local market, and we intend to continue along this path.

Last year we celebrated Valoris’s 18th anniversary, and it was special for so many reasons. We took a moment to reflect on how far we’ve come, from being a call center in Bucharest to becoming a regional company, serving customers internationally with multilingual capabilities and expertise in various industries.

Three major milestones from 2024 reinforced that we are on the right track. First, Valoris Center became the euro hub support for a leading worldwide e-commerce player, providing customer service in Italian, German, and Dutch. Second, we were honored with the bronze award for Outsourced Contact Center of the Year at the European Contact Centre & Customer Service Awards (ECCCSA). To top it off, we achieved record-breaking growth in 2024, with a 41% increase in revenue compared to 2023, driven by 25% growth from new clients and a 16% revenue expansion in our existing portfolio.

These achievements have shown us that we’re moving in the right direction, but they also highlight the importance of adapting to different cultural contexts. In today’s globalized market, understanding local cultures is more important than ever. As we deepen our knowledge of our customers’ industries, it’s equally essential to understand what customer service means in each country we operate in. Every culture has its unique expectations, communication styles, and values when it comes to service. This is something I believe is critical for any business aiming to succeed in this diverse, global market.

What leadership aspects are you carrying into 2025?
Transparency and trust have been my guiding principles, and I hold onto them tightly every day. They’ve helped me build strong, open relationships with the team and create an environment where new ideas are encouraged and everyone can contribute, but at the same time to rest and recharge.
This is why I believe that a leader’s role is to show genuine care for the development and growth of their people. It’s about more than just overseeing tasks; it’s about helping others unlock their potential and giving them the tools they need to succeed.

And finally, I’ve always trusted my intuition — it’s that inner sense that guides me through the ups and downs. It’s not about ignoring advice or feedback; it’s about finding balance. I believe that trusting my gut, along with learning from others, is what always helps me move forward with confidence.

People and Sustainability
What steps is your company taking to align with the sustainability goals in 2025?
One of our core approaches is keeping sustainability top of mind through awareness campaigns that inform and encourage our employees to consider their impact on the environment. We’ve also implemented strong internal policies around the space we operate in and the devices we use. By prioritizing energy-efficient working setups and accountability while using equipment, we aim to minimize our environmental footprint.
While we’re still on our journey, I believe these actions are key steps in our ongoing commitment to sustainability, as we strive to reduce our environmental impact and make a meaningful contribution to the community, we are part of.

How do you engage people in your teams to ensure long-term sustainability in your operations?
We believe sustainability is a shared responsibility, and we involve our team members in our journey towards creating lasting change. We run environmental awareness campaigns on internal channels to raise awareness among our colleagues on how small actions can make a positive impact on the environment. Additionally, we recognize and reward those who take meaningful steps in their communities, such as participating in local environmental initiatives or organizing green projects. I believe that when we connect sustainability efforts with both personal and team growth, we build a culture where people feel personally invested in this topic.

Which are the main aspects to be considered in 2025 in terms of DEI and ESG?
In terms of DEI, it’s all about creating an environment where everyone feels truly valued and has the chance to develop, regardless of their background. It’s not enough to focus on just hiring practices – we need to make sure that diverse voices are genuinely heard and empowered, at every level of the organization.

When it comes to ESG, sustainability is obviously important, but I’m seeing a shift towards really paying attention to the ‘Social’ and ‘Governance’ parts as well. While, until recently, the focus was on the planet now it’s about making sure we’re caring for our people, that we’re offering fair compensation and looking after well-being, too. And on the governance side, it’s about doing what’s right – staying transparent, ethical, and accountable, in every decision we make.

These are not just buzzwords for us. At Valoris, they’ve been the foundation of how we’ve built trust with our teams and our partners over the years. And I’m proud that we continue to grow by holding ourselves accountable to these values.

What are the priorities for nurturing talent and building a resilient workforce this year?

First and foremost, we are a place of growth, therefore we’re dedicated to fostering Valoris’s culture of continuous learning by providing employees with opportunities to develop through upskilling and reskilling. We also want to support internal mobility, encouraging our team members to take on new roles or projects that help expand their skill sets while also contributing to both their personal growth and the company’s success. Additionally, we place strong emphasis on developing future leaders within our organization, ensuring long-term sustainability and driving innovation. We are doing this by building a strong internal talent pipeline, ensuring that our workforce is agile and adaptable to changes.

Then, how people feel both at work and outside of it is crucial, which is why we seek to offer flexible working hours, remote work options, and ensuring employees take time to recharge.

We are already committed to creating an inclusive culture where every member of our community feels valued, engaged, and empowered. Valoris is actively promoting diversity at all levels and in our community, everyone has equal access to opportunities like training, mentorship, and career growth. Finally, we want our employees to feel heard and supported, so we’re continuously building feedback loops through surveys during their journey at Valoris and one-on-one meetings. Recognition is key for us, and we’ll keep celebrating employees’ contributions, both informally and through formal recognition programs, such as Valoris Superheroes.

Innovation and Digital Transformation
What role does innovation play in the company’s business strategy for this year? In what kind of business aspects should be more integrated?
At Valoris, we see innovation to enhance both our operations and our people’s experience. We focus on practical improvements, and I’m happy to say one area where we’ve seen great results is the introduction of micro-learning in our training approach. This method has proven effective and is well received by our teams, offering a flexible and engaging learning experience.

In terms of organizational development, we’re always exploring ways to innovate how we support our teams. We focus on improving collaboration and communication by adopting approaches that promote smoother workflows, better team engagement, and real-time knowledge sharing.
As we continue to make progress, we ensure that changes are meaningful and directly impact the experience of both our people and our customers. For us, innovation isn’t just about technology – it’s about finding smarter, more effective ways to support our teams and improve the service we provide.

What emerging technologies are you planning to leverage for business growth this year? What about AI, how it is anticipated to reshape the business this year?

In 2025, our focus is centered around people and their performance. We plan to leverage emerging technologies to provide our team with the necessary tools to enhance their capabilities. Whether it’s through video and micro-learning tools, AI-driven knowledge sharing, or hybrid support integration based on contact patterns, our primary goal is to proactively address customer needs while showcasing the added value these technologies bring to drive business growth. Additionally, we aim to empower our colleagues to reach their full potential by equipping them with the right resources to succeed. In this way, innovative technologies will play a key role in reshaping both customer experience and internal development.

Looking Ahead

For 2025, my power words are empowerment, connection, and growth.
When it comes to customer service, the people on the frontlines are the true heart of the company. They carry the responsibility of delivering the customer experience, and their needs, feelings, and expectations deserve to be heard. It’s important to recognize that customer service is more than just a job, it’s about making a real difference every day. The empathy, resilience, and problem-solving skills our teams demonstrate are truly inspiring. As leaders, we owe it to them to provide the support and resources they need to feel valued and fulfilled in their work.

At Valoris, we have an incredible team, and one of our biggest goals this year is to help maximize their potential. It’s about seeing people as they are, with their own aspirations, strengths, but also fears and challenges. We all face good days, but also tough days, obstacles, and moments of doubt, and it’s important to recognize the struggles as much as we celebrate the wins. By understanding both the highs and the lows, we can better support our teams, helping them overcome difficulties and grow from those experiences.

For us, 2025 is about empowering our teams to do their best, connecting with customers on a deeper level, and fostering a culture where growth isn’t just about the business but about the personal development of each colleague.