Led all aspects of Customer Success for the Higher Education Division, developed and implemented short/long-term strategic and organizational plans that aligned with revenue targets, and retention goals. Developed KPI targets, led the change management process, aligned with sales partners on retention goals and high priority customer targets. Exceeded customer retention goals of 80%

Responsible for leading a team of 200 non-exempt employees and 15 exempt managers toward the ambitious results of a prestigious client. Lead full departmental operating responsibilities including budget, planning, production, admissions, staffing, performance management, recognition programs, reporting, process improvement, culture, and leadership. Provide strategic direction for the operations division.• Provide strategic direction for Arizona State University's Online Enrollment Operations Center• Drive performance in Admissions to maximize enrollments and optimize efficiency • Full departmental operating responsibilities including budget, planning, production, Admissions, selection, hiring, staffing, training, performance management, reward as well as recognition and leadership.• Collaborate with other leaders in resolving cross-functional issues facing the organization.• Provide strategic direction regarding issues relating to CRM and the database, including procedures, status definitions, etc. for Admissions• Monitor the day-to-day operations and overall productivity of the Admissions Department whilst taking actions necessary to optimize performance.• Develop, approve and ensure consistent implementation of the local standard operating procedure for Admissions.• Analyze departmental and program team production processes to find opportunities to enhance performance. Develop new processes and modify existing processes in collaboration with other stakeholders to improve efficiency and overall effectiveness.• Review and approve results of wage adjustments calculated under the Admissions Compensation plans each term • Direct the development and upkeep of training materials to keep up to date with current operating procedures, definitions, etc.• Make and implement decisions on staffing changes to best meet program goals and personnel.• Senior adviser and sponsor for the first Pearson Latino Diversity Chapter.

• Manage the launch of the Regional Alumni Services initiative• Responsible for discovering process improvements to increase the conversion of alumni students• Coordinate with Campus Directors across the nation to plan start dates and market campus events• Leads efforts and collaborates with key stakeholders regarding process design, efficacy, and implementation which connects students and colleges, improves existing work experience pathways, and oversees the development/integration of systems.• Managed two telecommuting employees which lived in a different states• Re-engineered quality assurance program for the College• Demonstrated ability to creatively identify process issues, analyze results, determine trends and recommend improvements and provide project management leadership, allocate resources effectively and deliver results through staff.• Worked with operations, training and executive leadership to develop training programs across all five colleges.

Supervised 48 employees in a structure that allowed for expansion and contraction as needed.*Maintained a 31% Conversation ratio of leads to students over company goal of 25%*Obtained 115% of Enrollment goal (6,093 – Goal / 7,023 – Student started day one)*Developed strategies and reengineered approaches to ensure linkage between processes, departments, work unit teams, organizational structures and technology in order to develop unified and consistent business approaches and performance improvement outcomes.*Participated in the development and execution of both short-term and long-term student recruitment strategies to ensure attainment of the company's growth and profitability objectives *Implemented a customer relationship management solution to improve the effectiveness of planning, delivery, and tracking of marketing and sales campaigns*Revised the division’s performance evaluation system, rewrote job descriptions, and completed detailed forecast of salary impacts to company.*Participated in a complete management and structural revision of the division to be better positioned to service all customers.*Created a CRM system in SalesForce that integrated with Strongmail.

* Recruits, selects, orients, trains and supervises branch operations associates. * Conducts daily assessment of operations associates. * Provides and reviews performance evaluations of operations associates and maintains branch personnel files. * Evaluates workload and responsibilities of support staff to determine necessary assignment changes to maintain efficient workflow. * Assists owners with confidential matters and compliance visits and replies. * Oversees ordering of supplies, purchase orders and postage usage. * Maintains and implements branch operational manuals. * Researches and resolves complex problems relating to client accounts and inquiries.

Coach and train art of fostering new relationships, growing new revenue and clients. * Generate creative solutions to client business and technical challenges. * Achieve established quota and target margin objectives in conjunction with a personal business plan. * Develop full range of services in each practice area utilizing solution and consultative selling strategies. * Develop and maintain prospective client list, pipeline, and forecast within management requirements. * Work with sales management to marshal necessary resources and/or technical support for sales efforts. * Engage and work with channel partners as necessary.

Front-line supervisor of a collections team of thirty employees, project manager, trainer, process and system developer. * Maintained team at 120% attainment above division average in cash collected. * Attained 143% of Cash objective ($21.7M vs. Cash received $30.9M). This contribution accounted for 32% and 15% of Center ($97.8M) and Division ($209M) productivity respectively. * Increased payments received in 2002 by 150%, with invoiced amount remaining constant, while decreasing collectable 180+ portfolio to 1.79% of total amount due. * Increased production by 900 hours and saved $67,500 quarterly. * Initiated a Bi-lingual collection team of seven members which saved the organization $180,000 per year in translation cost. * Increased collection opportunity by approximately $113M. * Led initiative to create an automated dialer campaign for delinquent accounts. This dialer reduced man-hours necessary for collections by 3,107 per month (based on 31K accounts under $100).

Travel to universities across the nation and recruit students to graduate school. Created an online database of graduate application qualifications.