Allen Tack Email and Phone Number

Custom woodworking

Compassionate Hands works alongside the homeless survive the winter as well as assist them into stable housing with the help of hundreds of volunteers.Prior to 2020, Compassionate Hands operated out of borrowed spaces. However, with the arrival of the pandemic, it became necessary to purchase a facility and improve operational and infection control. Thirty days post-purchase of real-estate, the organization was consolidated into its own facility and the emergency winter shelter opened for the season. Demand for overnight shelter rose 30%. However, with redesigned processes, efficiencies were implemented and the number of volunteers required was lowered by 20%. With the founding of a social services programs, life skills and life coaching began was added to the offering. At the end of the year, the total number of people who gained housing (the critical impact metric) exceeded the previous record by 110%.Compassionate Hands is a nonprofit 501c3

Directed all aspects of a B2B managed-services contact center covering Customer Success, Customer Care, and Help Desk for all products (SaaS, third-party software, and hardware). The team took ownership of the customer experience immediately following the contract's signing. Area's of customer support included Order fulfillment, Installation, Customer Success, and Tech Support. Responsibilities included budgeting and P&L performance (service contract renewals, pay-per-use systems, service parts, and peripherals). Additionally owned customer experience and loyalty, service delivery, backlog management, deployed product health and failure rates, forecasting, analytics/reporting, and outsource contracting. We partnered with Product Development and represented the "voice-of-the-customer" in establishing and prioritizing features and fixes. Highlights: -More than doubled the Net Promoter Score to 85-Customer renewal rate exceeded 99.7%.-Efficiency gains allowed scaling agent responsibilities up by 40%-Increased average employee tenure / reduced turnover by 63%-Introduced parts and peripheral sales to the support team (improved customer experience)

Drove margin and market share for Global Displays and Client Peripherals ($8B division). Managed and prioritized the portfolio, troubleshot lagging programs, rebuilt reporting and analytics departments.• Display business hit #1 worldwide and peripherals grew in face of market declines.• Achieved 5% revenue increase with creation/launch of Vertical Management Tools. (Intellectual Property) • Improved data accuracy 40% by restructuring product hierarchy. (Intellectual Property) • Reduced business complexity 60% with creation of new management system. (Intellectual Property)

Exec Staff for division GM/SVP. Addressed organizational issues and Business Management Systems.• Launched a new global business management system for 10,000 employees. (Intellectual Property) • Improved peripheral attach rate for online sales in the Asia Pacific Japan region by 40%.• Reduced upstream delays and errors in data systems from IT, IS and Finance by 80%.• Achieved $100M in incremental revenue through revamped offshore analytics department.

Led a 1-year special projects team (12) to establish and execute high-impact change. ● Drove Net Promoter Score (NPS) adoption, securing a 27% improvement. ● Fueled $108M revenue growth via online shopping improvements. ● Added $31M in revenue derived from targeted email communication on order confirmations.● Improved order delivery accuracy 50% and reduced average fulfillment by 3 days. ● Consolidated marketing operations systems into a single integrated portal.

Consolidated five operations teams into a global shared services organization. Half of the operation moved offshore to Asia. Operational network spanned 47 sites / 17,000 seats. • Saved $8M by creating shared service operations for multiple global business units.• Reorganized Global Operations into three P&Ls maintaining employee satisfaction throughout.• Saved $77M with V2.0 of Automated Contract Throttling. (Intellectual Property)• Added $88M to annual gross margin with introduction of new sales pacing tools. (Intellectual Property)• Business process patent: Successful Interval Ratio (increased vendor reliability and saved $29M)

Consolidated three ops teams into a Global Contact Center. Network spanned 26 sites and 12,000 seats. • Saved $9M with addition of new partner performance metric tool. (Intellectual Property)• Saved $11M through addition of real-time decision management system. (Intellectual Property)• Increased output 300% while doubling employee satisfaction scores to 95%.• Business process patent: Automated Contact Throttling (optimized quality and reduced expense $26M)• Business process patent: Coordinated Delta Forecasting (improved service level and saved $17M)