Your VP, CFO, or COO will ask at least one of these. Here's what a confident answer looks like and what it means if you can’t. Multi-location contact center operations face a version of capacity planning that network-level reporting doesn't prepare you for. Volume shifts, site misses, new locations, allocation decisions – each one tests whether your plan reflects what's actually happening at each site. Run through them, see where you hesitate. The Questions Are we working to

Platform expansion enables organizations to plan at the site level and consolidate automatically into a unified network view, closing the gap between how contact centers run and how they plan. September 3, 2026 – Toronto, Ontario Cinareo, an advanced capacity planning platform for contact centers, today announced Multi-Location Optimization, a major expansion that enables contact center organizations to build capacity plans at the individual site or vendor level and automatic

For contact centers planning across multiple locations, here’s a practical check on whether each site's plan reflects its actual operating conditions. When was the last time you looked at your shrinkage assumption? Not at the network level, but for each site? Most multi-location contact center workforce management runs to a single blended assumption. It's practical. It's faster. And for a long time, it's been accepted as good enough. But good enough at the network level and g

An Executive Brief on the Platform Choice Behind Customer Experience, Employee Experience, and Cost, by Mark Alpern. For twenty years, contact center capacity planning has been treated as a tactical spreadsheet exercise, a calculation run by a single planner to keep service levels on target. Today, it governs the largest variable cost line on most service-business P&Ls and shapes outcomes across customer experience, employee experience, and operating cost. Yet, the platforms

Every few years the pitch comes back, polished and self-assured: one platform for everything. Routing, IVR, quality management, analytics, workforce management, all behind a single login, a single contract, a single throat to choke. It is a seductive offer, and honestly so. Inte gration is expensive. Vendor management is tedious. The promise that one stack could absorb all of it has real gravity. But gravity is not the same as truth. The clause nobody reads The all-in-one pro

A session at SWPP with Damon Spurlock from Fabletics on how small assumption changes can force real decisions before their impact is fully visible. At SWPP, the conversation shifted quickly away from forecasting accuracy and toward something more practical: how decisions are made as assumptions begin to change. Teams are increasingly being asked to evaluate questions such as whether hiring can be delayed, what the true cost of a higher service level might be, or how sensitive

By Karen Elliott, CEO/Cofounder, Cinareo AI is starting to show up more in workforce management and capacity planning. As new capabilities emerge, it is clear that the industry is exploring how these technologies can enhance planning workflows in practical ways. This is an exciting development. At the same time, capacity planning sits in a unique category of decision-making, one where precision, transparency, and repeatability are essential. Planning models inform real-world

Small changes rarely break a plan. It is how they accumulate and surface that creates the real problem. The plan did not fail overnight. It stopped holding quietly. Nothing obvious broke. Forecasts were still within range. Staffing looked reasonable. Service levels had not collapsed. On paper, everything still appeared under control. But something had shifted. A small change in demand. A slight increase in handling time. A hiring delay that did not seem urgent at the time. In

Capacity planning often looks solid on paper, yet breaks down when real-world pressures are applied. As complexity increases, timelines compress, and executive scrutiny intensifies, many organizations find their planning outputs no longer inspire confidence or hold up when decisions matter most. This session brings together executive and practitioner perspectives to examine why capacity planning struggles in practice and how experienced leaders respond. Rather than focusing o

A practical discussion on why workforce plans fail in execution and how standardizing processes brings control and predictability back to operations. What You'll Learn Even the best workforce plans can fail in execution. Forecasts are accurate, spreadsheets look sound, yet service levels still slip and teams end up firefighting. In this webinar, Cinareo’s Mark Alpern and industry advisor Daniel Piper explore why this happens and how standardized workforce management pract

A leader-level discussion on uncovering the hidden risks in your staffing plans, cost forecasts, and service commitments. What You'll Learn Shrinkage is one of the most influential drivers of contact center performance, yet it is often treated as a single, blended assumption. For senior leaders, this simplification quietly introduces risk into staffing plans, cost forecasts, and service commitments. When assumptions don’t match reality, the gap creates immediate exposure: sta

Most contact center leaders believe they understand their labor model. Headcount is approved. Salaries are budgeted. Capacity is forecasted. And underneath it all sits a quiet assumption: 40 paid hours equals 40 productive hours. That assumption deserves scrutiny. As Mark Alpern , Co-Founder and COO at Cinareo, explained, “ When we talk about shrinkage, it’s really a generic term for non-productive time… it is as simple in principle, but complex in execution. ” The complexity