Led a team of 600 sales and retention agents located in Indianapolis and Cincinnati handling over 600,000 calls annually. Responsible for all sales and customer retention efforts generating over 240,000 new sales in the first year while improving sales integrity scores by over 75%. Successfully restructured employee training model to drive improved sales skills and ethics resulting in a 25% improvement in employee retention, higher sales close rates and reduced sales ethics issues.Developed strong relationship between the Marketing, Sales, and Field Operations departments to drive improved customer satisfaction through a greater understanding of each department’s objectives.

Lead a team of 500 personnel handling escalated consumer mortgage complaints from the consumer, regulatory agencies, and governmental offices. Focused on enhancing the customer experience through employee training and development, system enhancements, employee recognition and process improvements. Implemented multiple process improvements initiatives improving quality and efficiency resulting in a 75% reduction in aged cases in the first 4 months. Designed new staffing and financial model for Office of the President driving lower operating costs and improved profitability.

Lead the East Region sales and service team supporting 1.4 million customers and driving $900 million booked revenue annually. I established a culture of accountability and ownership at all levels of the organization through face to face communication, employee recognition, and team development. Cultivated strong working relationships with Network Operations, Marketing, Workforce Management and other support organizations to increase customer satisfaction, drive revenue growth, and improve operating efficiency.

Directed consumer sales & service organization of 350 personnel handling one million consumer sales, service, and technical support calls annually. Earned Top Sales & Service Center award three straight years by creating and implementing multiple improvement programs doubling sales results, increasing customer satisfaction scores 19.2%, and reducing cost per call 15.5% in the first 18 months. Implemented fundamental changes in management philosophy and direction resulting in improved employee morale, performance, and customer satisfaction while reducing costs. Led the creation of quarterly employee focus groups, monthly coach team reviews, and a strong focus on employee development with over 30 employees promoted to leadership roles.

Led the Consumer Sales and Service call center operations organization consisting of 6 call centers handling over 6 million service calls annually and generating over $100 million in new sales in 2008 with a team of 1,700 employees. Developed a customer focused culture driving customer satisfaction and sales through employee engagement, a focus on developing people, and customer service/sales focused training. Implemented multiple training improvement initiatives resulting in a 19% lift in quality, 22% lift in sales and a 25% reduction in employee attrition. Led the development and roll-out of a new sales compensation program resulting in improved quality, sales, and reduced cost per call. Director, Consumer Sales & Service April, 2004 to October, 2007Directed consumer sales & service organization of 300 personnel handling one million customer service calls annually. Implemented fundamental changes in management philosophy and direction resulting in improved employee morale, performance, and customer satisfaction while reducing cost. Led the creation of quarterly employee focus groups, monthly coach team reviews, and drove a strong focus on employee development with over 30 employees promoted to leadership roles. These changes resulted in Qwest earning the Gallup Best Place to Work award in 2008. Developed multiple new sales programs increasing employee sales through peer mentoring and sales skill training which were eventually implemented across all Qwest locations.

Managed a team responsible for the operational support of over 600 front-line personnel across six sites. Primary duties included forecasting and planning, budgeting, financial modeling of new products, process improvement, reporting and analysis, and workforce management. I designed financial models for various new products within the United Health Group portfolio providing accurate staffing and cost projections. Launched three new lines of business accounting for over $18,000,000 in revenue.

Led a 540 seat call center with an annual budget of $73 million including Operations, Fraud Management, Training, Workforce Management, Human Resources, Technical Support, and Facilities. Directed all areas of operation and support within the call center with a total of 1,650 personnel, including 1,350 front line agents. Worked with corporate groups in strategic planning sessions to improve utilization of technology, enhance customer service processes and develop greater management support tools. Defined new fraud detection process which was adopted across all 16 Sprint PCS sites.

Managed a customer service and technical support team of 4 managers, 19 supervisors and 325 agents handling over 150,000 calls per month. Created and implemented a project performance plan reducing call times from 940 to 700 seconds, improving quality scores to 87% from 72%, increasing service level from 35% to 86% and decreasing overall absenteeism from 26% to goal of 14% in first 8 months. Fostered communication and teamwork with Human Resources, Technology, Training, Resource Management, Marketing, Sales and Quality Assurance by establishing weekly leadership meetings to communicate hiring and training needs, request system changes and improvements, discuss call volume forecast and staffing requirements and update reward and recognition plans.

Directed a team responsible for sales, productivity, and performance indicators of two 403 seat inbound customer service call centers. Successfully improved agent productivity by 20% over a nine month period by developing and implementing agent productivity and performance guidelines. Established and communicated center procedures for shift bids, green time, overtime, off phone activities, agent attendance, and vacation requests. Cultivated communication, teamwork and customer focus through ongoing joint development sessions and feedback meetings.