SUMMARY

Senior level executive with extensive experience in Customer Care and Sales within the Telecommunications and Healthcare verticals. Managed global and domestic operations with up to 1,200 employees handling 22 million calls annually. Proven track record in building world-class operations. Hands-on experience with ERP, Call Management, Workforce Management, and CRM systems including SAP, MS Dynamics, Salesforce.com, Nice, Verint, Witness, Aspect and Avaya suite of contact center technologies. A highly motivated leader committed to customer satisfaction and increased brand equity through customer acquisition and retention through innovative programs, employee involvement and bottom-line results. Specific expertise includes:

PROFESSIONAL EXPERIENCE

Confidential

Workforce Manager- Global Operations

• Responsible for leadership of the Workforce Management, IVR Operations and Reporting Analytics teams. This group handles forecasting and reporting, supporting over 10 million calls annually with over 1,100 representatives. These resources are managed in domestic as well as international locations and include virtual at-home agents.
• Introduced standardized call management operations protocol resulting in efficiency gains at a savings of 90,000 annually
• Presented IVR automation solution that will off-set over 45,000 calls to agents at a savings of 200,000 annually
• Introduced consolidated Forecasting and Scheduling structure for greater transparency and 15 improvement in schedule-adherence

Confidential

Customer Care Manager

• Responsible for managing the inbound sales and service teams within the Global Supply Chain and Medical Diagnostics division for North American operations.
• Introduced Customer Experience program and customer surveys for both retail and wholesale customers. Phase two will tie survey results to the agent level thus driving greater accountability and results
• Increased employee productivity 15 by cross-training Molecular Imaging and Contrast Media representatives
• Improved Average Speed of Answer by10 seconds and Service Level by 15 by implementing improved forecasting and scheduling and schedule-adherence programs
• Improved weekly pending dispute resolution cycle by 70

Confidential

Vice President, Customer Care

• Responsible for Customer Care Operations with a national provider of Telehealth and Healthcare management solutions in the US with partnerships in Europe, South Korea, Israel and China. Re-engineered the customer care policy and procedures workflows and new hire training program. Refined hiring practices and talent assessment in association with new quality culture initiative including performance management and scorecard metrics.
• Increased Customer Service Productivity 25 by implementing cross-training initiative
• Implemented Quality Assurance Program resulting in 5 improvement in customer retention
• Managed the onboarding and client training process for two new strategic accounts
• Part of executive team responsible for product development, testing and implementation

Confidential

Vice President, Customer Care and Training

• Part of the executive management team reporting to the CEO of a start-up enterprise in the Recruitment Advertising Network space. Key responsibilities included defining and building the Customer Care brand and culture.
• Increased revenue by improved conversion rate to premium products in six consecutive months
• Developed web-to-case workflows and reduced expenses by 10 with self service applications
• Created auto response templates for chat sessions resulting in a reduction in average transaction time of 2 minutes
• Reduced service related calls 10 by automating error reporting notification system

Confidential

Vice President, Customer Care

• Responsible for Customer Care, Sales, Retention and Tier 1 2 Technical Support operations supporting video, high-speed data and telephone product lines across 4 local and 4 global outsourced call centers supporting the New York City region. Responsibilities also included Outbound Telesales operation supporting both B2C and B2B segments. Managed a staff of 5 directors with overall responsibility for 1100 employees.
• Reduced employee churn by 10 by implementing customer care representative career progression plan
• Increased productivity by 20 with the introduction of automated scorecard solution with weighted performance targets resulted in greater accountability of performance by each representative
• Improved sales conversion by 3 by implementing a sales training program and a redesigned tiered-based sales incentive / performance model and creating a Customer-Centric culture
• Introduced automated survey technology tied to the individual Customer Service Representative. The Customer Experience Survey, Net Promoter score ranking improved by 16 positions to 6th place overall in the country in six months

Confidential

Senior Director, Customer Care

• Responsible for Customer Service, Tier 1 2 Technical Support, Sales and Retention operations supporting video, high speed data and telephone product lines for a customer base in excess of 600,000 customers and an operating budget of 50 million dollars. Managed a staff of 3 directors and 6 managers with total responsibility for supporting 900 agents. Also managed outsource operations located in Canada. Additional responsibilities included oversight of Human Resources, Learning and Development, Research and Business Operations.
• Created Career Progression model for all customer care representatives routinely led the region in customer satisfaction scores.
• Project Management of design, build-out, recruiting and hiring for new state of the art 80,000 square foot regional call center. Consolidated multiple local call centers, as well as billing system conversions for new regional area.
• Increased Customer Care Representative schedule adherence by 15 by implementing automated scorecard reports and real-time monitoring achieved and maintained increased adherence within 3 months after launching program.
• Increased productivity 5 by reducing transaction time through process improvement initiative. Average Handle Time was reduced by 30 seconds and work order errors declined due to re-engineered workflows
• Increased automated transactions by 10 through redesign of call routing and Automated Response Unit programming and billing systems integration initiative. This was achieved by attribute routing based on the most probable reason for calling such as payment, pending appointment, service outage, etc.