"THE PURPOSE OF A BUSINESS IS TO CREATE A CUSTOMER" – Peter DruckerCurrently consulting on brand, strategy, customer experience, journey and B2C and B2B lifespan-- while hoping for the right opportunity in permanent CX leadership. I am of course open to Interim, project-based work, and long-term engagements. Your brand sets expectations for your customers. In today's world, customers can mean many things. It can be consumers, commercial clients, patients, caregivers, providers, vendors, partners, members and of course internal associates. Even non-customers can be stakeholders in your efforts to deliver on your brand promise.◼️ Formally recognized for approachability, employee relations, and winning both staff and leadership buy-in. ◼️ Communicate SDLC feedback effectively to product development teams, engineers and programmers. ◼️ Report fearlessly to C-Suite, BOD, Investors, et al., when market data doesn’t tell us what we want to hear!◼️ Post-Acquisition help for such things as staff retention and integrating sales teams post-M&A.◼️ Training adults with learning and development strategies online (web-based), in the field, or onsite. ◼️ Turning-around underperforming vendors, whether they are in package delivery or lead generation. ◼️ Manufacturing, Returns, Training, Lean, Six Sigma, Process Improvements (CPI) & Marketing. ◼️ Empathic listener. Helps sales, service, technician and field employees deliver on the brand promise. ◼️ Cut workplace waste: Reduced Accounts Receivables by $750,000. Saved $1.6M. Achieve 200% against goal. ◼️ Offer extensive knowledge of: CRM, luxury brands, apparel, hard goods, omnichannel, returns, social media management and service recovery. ◼️ SME in training, adult learning and development; Develop, implement web-based CSR training programs. ◼️ Business Process Re-engineering; Business Process Outsourcing. ◼️ Leadership Development & Talent Management services.

I served as (Sr.) Client Experience Officer with SVP executive-tier designation. The 4th largest RE firm in the U.S., Douglas Elliman is publicly traded & as a big distinction—owns and operates all 85 of its non-franchise offices. I was recruited to build/unify the best culture to deliver on our brand promise at each of these branches. Success in this role required a blend of technology, education, industry and market knowledge. And most important—it required the finesse to do all of this in the absence of a unified IT network connecting the branches. Social Media concerns and Service Recovery were a massive part of this role. I set policy for those; developed and deployed formal broker and salesperson SOPs; and brought Lean Six Sigma methodologies to the operation. After that, I worked at a higher level with Sales Management on culture. My job was eliminated with the BOD appointment of new Chief Operating Officer, which rendered my position redundant and eliminated funding. In 6 short months, in addition to the above, I also managed to:◼️ Initiated first-ever examination of the customer across a lifetime of rentals, sales and service; & developed a ‘Customer Lifecycle Strategy’ design, including Journey Maps for all Brokers and Consumers. ◼️ Consolidated Social Media Management (Yelp, Facebook, Google Pages, Glass Door, Bing Page). ◼️ Resurrected underperforming lead generation vendor, ultimately receiving full SLA with no QA/QC issues. ◼️ Created data collection and analysis methodologies for assessing lead generation; identified root cause corrections, service gaps, and drops; reducing attrition by 30% while increasing conversions by 30%. ◼️ Created a 3rd party mobile application for clients and prospects, creating the appearance of unified IT.

I held full P&L Responsibility for a $22M business, including budget management. My direct staff included one Associate Director, two clinical managers, a Customer Experience Manager, a Projects Manager, and a Customer Experience Coach (over a 45-member department). I created and led sweeping, formal training programs.◼️ Researched, identified and eradicated business process inefficiencies. Consolidated/centralized contact center. & Redesigned entire physician reimbursement policy across 7 counties—resulting in faster reimbursements, better physician relations, retention, family referrals and revenue.◼️ In first 6 months, improved patient experience from 56% to 96%; and call quality metrics from 73% to 98%. ◼️ Completed client journey map and value stream map for all private in-home services; completed concurrent mapping for service staff, nurses, physicians and third-party vendors.◼️ Purchased and Implemented Cisco Contact Center solution and Zoom call monitoring applications, redesigning Quality Scorecard and Business Unit Metrics. Needed 7 VPs ‘buy-in’ to achieve this. ◼️ Achieved 20%+ increase in KPIs; 40% in quality metrics; and 30%+ increase in first-call resolutions. ◼️ Reduced abandoned call rates from 5% to 2% without additional headcount, and in just 60 days.

Working in the tumultuous healthcare industry during its greatest regulatory overhaul of-all-time aligned itself to the Great Recession, which itself dealt quite a blow to hospitals and home health. Despite these daunting challenges, I managed to get some significant competitive revenue through enhancements to the patient journey. ◼️ During Superstorm Sandy, led agency wide Logistics section for Incident Command System, delivering transportation and other materiel solutions (emergency housing, equipment, etc.) to remote field staff. ◼️ Designed and applied a Patient Retention Program, tracking and managing a database for 30,000 patients. ◼️ Led efforts to centralize call handling from 7 regional offices to one 24/7 contact center. ◼️ Developed RFP and led vendor selection efforts for Salesforce.com, VPI call monitoring app, customized KM app, and Smart Action artificial intelligence applications. Won buy-in from 7 segregated VPs for the project. ◼️ Designed/implemented L&D training curriculum for 1,600 clinical staff, improving HHCAHPS scores from the 3rd percentile to 60th. ◼️ Established CSR curriculum and KPI performance management processes, bringing CX metrics from 60% to 91% in 18 months. This was sustained for 5 years.◼️ Set new Service Level Agreements (SLAs). Reduced hold times by 60%. Put first call resolution up by 20%.

Charged with oversight of all personnel and human capital on assigned BlueCore design team. Worked closely with Big 5 Consulting firm Deloitte on the implementation of a Software Development Life Cycle (SDLC) model. ◼️ Spearheaded Change Management efforts for $500M core operating systems upgrade.◼️ Project point of contact for Senior Leadership, HR, IT, PMO, Finance, and Corporate Communications.◼️ Identified a need for, created and led Leadership Development programs for 25 project VPs and Directors.

Hired to provide effective leadership and setting service standards in the management of day-to-day business operations and staff training development for a Fortune 250 company, I ended up completely overhauling the claims process. First, we went paperless in Life Waiver Claims. I also Implemented a work-at-home/telework program for claims professionals. ◼️ 25% productivity increase in claim decisions, eventually growing to 50%--with 40% of staff working remotely by that achievement point. ◼️ Received Lean Six Sigma black belt in the Unum Pacesetter program. Project: Developed Short Term Disability process improvements that would result in reducing claims decision times from 21 days to 72 hours, resulting in projected savings of $1.6M.

In my last seven years, I managed 7 team leaders and 210 CSRs in a 540-seat nationwide call center. I also spread the customer-centric culture to Returns Processing and even Manufacturing; cementing the importance of the back-end on CX. This legacy lives on at L.L. Bean to this day. Treat a return like you treat a sale! Returns Processing Supervisor (75 Returns Processors and Supervisors)Manufacturing Supervisor (135 Manufacturing personnel)Training and Development Supervisor (Supervised 3 L&D Associates)◼️ Administered ZODIAK® corporate Finance training to all non-financial leaders across the entire enterprise.