• Led multiple ServiceNow HR Service Center implementations from Global Design Workshops to Go-Live, enabling a digital HR service experience across global locations. I worked with these clients to develop a standardize Case Management, consolidated Knowledge Management, and enhanced HR Services Portal focused on employee engagement and self-service.• Developed functional design specifications, process flows, standard operating procedures (SOPs), integrations, technical requirements, UAT scripts, comprehensive user manual, training workbook and micro-learning videos to launch a new onboard software solution into the marketplace via ServiceNow. This solution is now part of ServiceNow’s Onboarding offering. • Managed a complete HCM vendor selection evaluation process, including developing detailed request for proposals (RFPs), analyzing vendor responses and the final selection process. • Led the design and execution of a Global HR Service Delivery model as part of post-merger integration activities including HRIS, Payroll, HR compliance, Talent Acquisition and Learning Management Systems.• Developed a plan to help a Pharmaceutical Company move their enterprise solutions and open a new office out of state. Reviewed and assessed all the processes for their Marketing, Information Technology, and Finance teams to identify any gaps in documentation and developed documentation for those gaps. Used information collected by current workforce to facilitate training the new workforce, and provided hyper-care to the new hires to ensure they had a positive onboarding experience.

Sr. Consultant in KPMG's Customer Strategy and Growth Practice with focus on Call Center, Transformation Initiatives, Operations Management, Process Improvement, Workforce Management and Customer Experience.Assessed call center operations and gave recommendations. One of the recommendations was to move the call center to skill based routing. Was able to reduce wait times from 30 minutes to 3 minutes.Implemented and developed Workforce Management playbook for a health care client. Was able to increase schedule adherence from 88% to 93% in one month. Also coached and standardized call handling procedures and floor management processes.

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Managed the consolidation of 3 call center business units within Accenture, which resulted in cost reduction for technology, software, as well as combed best practices and the ability to scale deals.

Managed 2 global teams, consisting of 4 Business analytics analysts and 15 reporting analysts. My team performed root cause analysis for areas such as Customer Satisfaction, First Call Resolution, Call Drivers, Handle Time, and Contact Rate, as well as providing business intelligence reporting for multiple projects.Identify process improvement opportunities that will either increase customer satisfaction, drive calls out of the business, and present findings/analysis for new projects to the Transformation team and Client team which resulted in the following:Call disposition code analysis - Was able to reduce codes from 850 to 100 saving 15 sec of average handle time (AHT) per call and increased accuracy of agent disposition of calls.Developed revised metrics for First Call Resolution (FCR) and Average Handle Time (AHT) to get rid of agent gaming, and improved FCR by 15% and reduced AHT by 1 minute.Managed a team responsible for ensuring timeliness and accuracy of vendor reports, integration of new vendors, queues, and lines of business (LOB), to guarantee seamless transition to reporting environment and help mitigate risk. Improved vendor accuracy from 92% to 98% (Goal 95%) and on time delivery from 90% to 96% (Goal 95%).Planned and managed the move of our project data center to a different physical location, and was able to reduce cost of hosting by 20% and zero downtime of data.

Supervised a global team of 20 Intra-Day Operations (IDO) Analysts who routed call center volume from Multiple Fortune 500 clients to the vendor network in various different countries.Responsible for contractual service levels and vendor volume minimums. Resulted in exceeding budget goals for all clients and saving the firm over 1 million dollars.Launched a new client and quickly integrated Intra-Day Operations (IDO), processes and procedures, analyst training onsite/offshore, and developed automated service level reporting. Results: Fully integrated with the client within the first 30 days of the project.

Directed a team of Forecasting Analysts and was primary point of interaction with a fortune 500 client for forecasting. Was responsible for 90, 60, and 30 day call volumes by line of business/subset queues for 7000+ agents across 5 lines of business in 4 continents and 10 vendors. Determined capacity requirements of a global vendor network to match demand forecast with the purpose of achieving client and vendor service objectives.Co-Developed Operational Excellence Industrialization Process Mapping for the forecasting team to allow deal teams to accurately price new clients and standardize the forecasting process.

Hired, developed and managed a multi site team of Workforce Management Analysts, Forecasters, Schedulers, Intra-Day Operations (IDO), Reporting, and a Programmer. Implemented and trained from the top down workforce management (WFM) tools, processes, new policies and procedures. Also established forecasting standards, and created new metrics reports into a new multi site call center environment. Results: All call centers went from failing contractual metrics to exceeding within one month of implementation and reduced overtime by 42% for the length of the contract.Developed and launched a reporting WFM Web Portal to automate reporting, attendance, shift bids, vacations, and issue logs to provide immediate information to senior leadership. Results: Reduced the amount of hours spent on these tasks by 120 hours a week and saved $450K in additional software purchases. Analyzed daily, weekly, monthly and annual forecasts for budgeting, compared actual volume to forecasts, identified opportunities for improvement and recommended solutions for workforce requirements, which improved forecast accuracy to the industry standard of +/- 5%.

Analyzed and managed over 800 customer service agents’ performance to achieve optimal utilization of resources volume and improve service level across all customer service sites in the region via movement of agents into and out of different skill queues.Anticipated call volume, training, team/project work, vacations and personal leave to ensure adequate coverage and consistent levels of customer support. Identifed opportunities for same day staff adjustments and the need to solicit extra hours and/or voluntary time off which allowed us to exceed staffing budget projections.