Leads the company’s sales through call center channel. The Program collaborates with partner companies to sell HomeServe products in their call center. Provides strategic direction to increase sales in this channel while insuring the compliance and regulatory requirements are met.

Led the project management team to on-board new utility partners integrating their needs and support into the call center operations.The call center supports sales enrollment in plans (includes setting up payment plans), home repair contractor deployment, claims, and general customer support. Managed multiple projects simultaneously

Based on track record of high-performance and turnaround efforts, recruited to lead all customer interactions for subscriptions, research questions, and escalations to executive offices. Collected data and used voice-of-the-customer feedback to make thorough internal business decisions. Led product redesign initiatives based on customer feedback.Primary Challenges: Led turnaround projects for underperforming customer service organization suffering from outdated systems, indistinct processes, and undefined roles and responsibilities. Paved path of success by restructuring organization and implementing new systems, processes, and organizational design.Key Project Results:Operations Improvements* Implemented first ever customer relations management (CRM) system. With no prior data available on customers and an outdated, archaic system, the new CRM allowed organization to understand and hear the customer voice. * Successfully supported 1 million annual customer contacts by redesigning and documenting key processes.* Decreased customer response time 90% - from 30 days to 3 by redesigning entire workflow.Strategic Improvements* Redesigned BPO solutions to better support business objectives and align with business requirements, positioning organization to meet goals and fulfill mission.* Improved productivity 7%, and as a result, boosted employee satisfaction by leading an organizational restructuring involving defining roles and responsibilities and developing and offering training. * Developed voice-of-customer feedback reporting allowing product owners to use customer data in their business decisions - which never existed. * Initiated large-scale RFP process to select a new contact center vendor. Assembled cross-functional team to analyze 13 vendors.

Provided results driven reorganization for the US and Canadian Call Centers delivering a 45% reduction in cost per call while volume grew 18% and quality improved 5%. Led strategic department redesign redefining employee roles and responsibilities and vendor requirements for multiple global locations. Developed strategic plan for call centers, supporting the new "go-to" market strategy from sales and marketing. Analyzed customer data to drive strategy and redesign.Primary Challenge: Redesigned organization to respond to underperforming department with outdated processes and technologies, inaccurate reporting with poor KPIs, and internal communications issues. The call center is outsourced to vendors and the employees had no understanding of the requirements to manage call center vendors. Key Project Results: Cost-Cutting Initiatives* Saved millions of dollars over 3 years by decreasing cost 34%.* Offered self-service allowing customers to choose their preferred method of communication while reducing costs for the call center.Operational Effectiveness* Managed 1 million annual volume calls in multiple global locations through vendors, reducing number of locations and streamlining remaining facilities. * Improved call productivity 53% by analyzing data and restructuring call process and talk tracks.Strategic Improvements* Revised call process from straight troubleshooting to a desirable and relevant conversation with the customer. * Redesigned training for call center agents to reflect the new strategic direction.

Managed 7 direct and 230 indirect reports across 5 sites in the U.S., in addition to Canada, U.K., and Manila, overseeing customer service, outbound contact center, credit and collections, and fund administration for $12 billion in annual postage from USPS. Coordinated services for 1.2 million customers with $500 million in balances. Used statistical tools, team-driven management style, and continual solutions development to surpass objectives.Primary Challenges:Led strategic projects that turned around call center operations with high costs, underperforming middle management team, low staff morale, and outdated processes and technologies. Faced and solved challenges including delinquent collections, out-of-line spending, and low productivity.Key Project Results:Revenue Enhancement* Delivered total 7% savings in 2004 and 6-8% per year for prior 4 consecutive years.* Decreased costs 2% by transferring administrative work to Manila, setting foundation for future expansion into low-cost area. Developed workflow and training, and worked jointly with vendor to implement new operation.Operations Performance Improvement* Cut expenses 4%, boosted productivity 37%, and strengthened morale within inbound call center handling critical customer issues (over 11 million total calls) by relocating isolated groups, replacing management, and initiating improvements in internal communications.* Reduced losses 23% over 4-year period on collections portfolio and cut costs 28% by transferring outsourced collections to in-house function then moving to low-cost area of U.S., implementing training, revising workflows, and developing reward system.* Improved customer experience 5% in a key U.S. location by reengineering administrative work, automating processes, and discontinuing obsolete practices.* Instilled "best practices" approach for customer service, collections, and funds management from U.S. operations to London and Canada units in joint effort with local management.

* Produced significant operational improvements within various departments, including:- Customer Service - 11% increase in service quality levels and 5% decrease in unit costs;- Collections - Exceeded targets for reductions in delinquency and losses 3%;- Recovery Services - Surpassed targets for total net recoveries 35%.* Reduced costs in London location by introducing and implementing improved policies (e.g. capacity planning for collections, customer contact, write-offs). * Formed process improvement teams and designed/implemented unique incentive program to motivate teams and ensure delivery of quantifiable results in all operational areas. * Moved customer service and quality programs to world-class status, with 11% customer satisfaction gain in 1st year through creation of new Quality Management function. Designed training programs and monitored tools, surveys, and performance evaluations to drive efforts.

Planned and developed Asset Management department, supervising activities for $2.5 billion portfolio with booked residual of $300 million. Achieved sales/marketing objectives through re-marketing of equipment at lease expiration and upgrading equipment during terms. Maintained top-level productivity from sales team through proper direction. Defined residual risk in new transactions spanning technology, aircraft, railcars, machine tools, and production lines. Maintained compliance with corporate tax and FASB mandates in transactions.