Lead the CX organization comprised of Customer Service, Technical Support, Network Operations, and Project Management Office.Develop mature Voice of the Customer program designed to continuously improve the overall experience through process change, product and skill training, and leadership coaching• Increased Customer Support productivity 151% and PMO efficiency by over 60% in 12 months• Develop and execute customer experience strategic initiatives designed to increase customer satisfaction and brand loyalty• Develop and measure operational KPIs to measure and assess CEM effectiveness• Identify and prioritize process improvement plans in business development and operations • Provide strategy and CX thought leadership, program management and execution of company-wide strategic initiatives• Develop the right KPI analysis to drive desired behaviors and outcomes• Provide expertise on leveraging advanced systems, applications, and services• Implement operational guidelines, standardized practices, and product and skill training to support ongoing expansion of the CX culture across the organization• Communicate and collaborate with key executive stakeholders and departments on significant CX issues, improvement projects, and business opportunities• Ensure effective product lifecycle management through product development, launch, on-going product marketing, sales enablement and support training• Establish and mature PMO maturity model by defining the roadmap• Establish PMO best practices and stage gate reviews from Discovery to closeout phases of the project• Champion and lead projects for global company initiatives and operational excellence• Oversee coordination of project team members from the various other functional areas assigned to a specific project• Review and monitor program/project activities against definition, schedule, and costs• Perform risk management and mitigation in Operations organization

Contribute to overall strategic initiatives and performance, including communication, macro process review, and strategic partnership evaluation. Champion internal and external strategic projects to provide PM governance, transparency, support, predictability, training. and thought leadership through the PMO and enterprise project management programs. • Ensure effective product lifecycle management through product development, launch, on-going product marketing, sales enablement and business development• Establish and mature PMO model by designing and executing PMO roadmap• Manage PMO and provide oversight for enterprise projects and project managers• Champion and lead projects for global company initiatives and operational excellence• Oversee coordination of project team members from the various other functional areas assigned to a specific project

Develop new product strategy, linking products to business strategy and goals. Drive customer experience through product life cycle management systems and processes.• Oversee development and roll-out of all new products and services for entire company, including Cisco cloud contact center service (CCaaS).• Lead and manage process improvement plans in business operations and process efficiency across all operations departments.• Direct weekly strategy meetings with C-level, executive, and senior management, communicating product status’, identifying and refining additional requirements, and prioritizing product features and releases.• Communicate to key stakeholders on significant quality, support, and issues and business opportunities.• Develop CEM (Customer Experience Management) initiatives and projects designed to increase customer satisfaction and brand loyalty.

Plan Hosted strategy for $10 million/year program, a multi-year strategic initiative in unified communications solutions. Create and execute project and product plans with cross- functional teams, engaging C-level and executives to drive customer experience.-Product Manager for development and roll-out of all new products and services, overseeing new product development process, evaluation, creation and execution, all focused on delivering the expected experience to the customer.-Spearheaded implementation of a new global contact center, integrating 5 call centers in 3 locations.-Direct weekly Hosted strategy meeting with C-level and executive management.-Develop CX Roadmap to identify expected outcomes of customer experience and bridge process and policy gaps.-Conduct analysis of current processes and systems (operations, engineering and sales) to identify improvement opportunities based on CX Roadmap.-Direct weekly Hosted strategy meeting with C-level and senior executive Management.

Manage operations for Residential Services including product management, customerexperience, sales, and marketing. Evaluate success on training, process improvement, andquality programs on customer experience program. -Product Manager for development and roll-out of all new products and services, coordinating department heads and SMEs to roll-out new programs and systems.-Manage the highest performing team in the company and with the most promotions in thecompany (management, accounting, operations, and engineering).-Lead the acquisition team in onboarding and documenting all business requirements, executing plans, and monitoring individual projects.-Created improvement programs driven by customer experience mapping, improving online customer satisfaction from 1 stars to 3.9 stars.-Product Manager for development and rollout of all new products and services, coordinating department heads and SMEs to rollout new programs and systems.-Increased New Customer sales by 79% through revamping communication and experience development, and social media presence program.

Senior Program Manager for all B2B installation projects. -Strategically managed project alignment across multiple vendors, products, and equipment installations. -Reported to President and COO, CEO and CFO for revenue goals, forecasting, and project completion.-Implemented Agile Methodologies in a non-software environment through tool and process improvement and realignment to better allow for and anticipate project change.-Installed average revenue of $30,000/month.

-Directed and managed cross-functional project team comprised of members from Sales,Technical Provisioning, NOC (Network Operations Center), Installations, Engineering, andSupport departments. Planned, organized, and directed multiple, simultaneous projects.-Reduced overall call volume by 8% in one year through increased effectivenessand issue resolution by introducing an advanced networking and technical trainingprogram and increasing access to advanced tools.-Saved company $20,000/year through creation of a report database, designed toreport weekly call information for two customer service departments, and createdadditional value for the company by increasing the ability to mine call data formonthly and annual reporting.-Saved the company over $150,000 annually in escalation procedures throughreduced ticket escalations in Customer Service department from over 40% to 3%.

Created Support Department Training/Development Program to improve productivity and quality through product knowledge, and provide professional development through coaching and mentoringImplemented Incident Tracking System to better track customer calls and problems resolutionsIntegrated tracking systems of Development, QA, Product Management, and Support

Implemented modified FMEA matrix (Failure Mode and Effects Analysis) in Problem Tracking processes, including prescribing responses for both Support and Development teamsReduced top call generators by 30% in Customer Support through systematic and continuous identification and prioritizationCommittee member of Implementation Team, in charge of support readiness and documentation

Engage the development team to identify and create solutions for top-call generators, saving the company money through 10% overall call reduction in top generators and increased efficiency.

Created training programs to foster both team building and professional developmentDecreased average wait times from over 25 minutes to less than 2 minutes and call abandonment rates from 57% to 7% through implementation of queue management strategiesEducational Break (2003 to 2005)

Overall quality in the Division rose from 97.96% to 99.54%, exceeding customer expectationsTurn Around Time (TAT), duration of production, rose from an average of 75% to 95%Overall quality in Division met and exceeded all customer standards with 99.97% quality

Trained Production Staff in managing domestic and off-shore work flows through documentation of workflows, common issues and troubleshooting manuals