Barbara Kimble Email & Phone Number

"https://www.goodreads.com/book/show/34846578-turning-up-the-lightTurning Up the Light: Four Steps to Brighter Managementby Barbara Kimble, Kevin Mooney, Liz Coursen (Editor), Kevvo (Illustrator)it was amazing 5.00 · Rating details · 1 rating · 0 reviewsA fun and campy little book about Margaret Manager who is an entry level manager with a mentor named Emily the Excellent. Along the way she learns about four basic leadership issues that managers forget when they get very busy: 1) Be consistent; 2) Deliver what you promise; 3) Lead by example; 4) Value your employees out loud. As she becomes successful with these steps she begins to mentor, Wacky Walter.

Chicago, Illinois, United States

This program helps people in need who have had a life trama and need a listening ear and soft shoulder.

Chicago

Naperville

Responsible for the overall support of Retail Market Operations including development and delivery of technical training, quality program design and audit, vendor selection and management and continuous improvement to business processes and departmental culture.

Naperville

Responsible for overall success of the Underwriting, Enrollment and Policy Fulfillment departments. Enrolling and underwriting 800+ members per day. Focused on continuous improvement of business processes and development of employees. Changed from paper to paperless underwriting environment, removed numerous bottlenecks and redundant processes resulting in a severe reduction of aged inventory and reduction of overall application processing time from 12 days to 7 days before moving to Director of Operational Effectiveness position to do the same company wide.

Chicago, Illinois, United States

Led 33-person management/supervisory team with 300 employees (grew to 800+) in all aspects of practice operations, including contact center, back room, facilites, vendor management, reporting and audit. Crafted strategic framework and operational processes to expand opportunities and enable existing client retention, service delivery enhancement, and operating cost reductions. Developed firm policies and procedures. Oversaw expense management, capital budgeting, HR, and IT.• Implemented Balanced Scorecard approach including establishing metrics for performance management. • Introduced and leveraged “Behavioral Interviewing” to select ~100 staff members, minimizing attrition.• Functionalized client site employees creating focus and increasing expertise. Improved firms score with a major customer from 50% to 95% accuracy due to sustainable process improvements.• Slashed management and employee overtime costs by more than 50%, which translated into improved productivity during regular work hours.• Enhanced internal communications, delivering significant improvements in team morale and collaboration by revamping reporting structures and by adding a management group to address employment, policy, and process issues..

Responsible for developing and implementing organizational tactics to realize the 3 year financial plan for the Consumer Contact Centers. Required a strong, operational knowledge of contact centers and the problems within. Involved short and long term planning, in depth communication and coordination with Senior Leadership, frequent presentations and complex data compilation. •Created in depth “Ranking Model” to rate and rank call centers that perform numerous, complex, activities, across regional boundaries. First of 10 consolidations resulted in $1,437,958 cost savings and 12% productivity improvement. •Performed in depth data compilation and analysis on external vendor operations to determine operating gaps. Saved $20M by reducing number of vendors and implementing per minute billing and national contracts to utilize national volume discounts. •Hired 1250 lower cost external agents to offset a forecasted 28% grade of service for January. Aggressive cycle time of 3 months. Required complex routing changes, contract re-negotiations and staffing and training trainers and hiring personnel. Successfully hired and trained 1250 agents before the 3 month timeframe, exceeding expectations.

Consumer Market Unit -Hired to create the Consumer Six Sigma Organization and merge it with the existing Project Management Team to support contact centers nation wide. •Successfully staffed, trained and certified initial team created standardized practices and designed a comprehensive tracking system to track project realization.•Successfully developed 6 project managers into Six Sigma black belts. The team was ranked best Six Sigma team nationally. Used as prototype for other teams. Successfully completed 9 major projects, saving approximately $10M.• Personally achieved Six Sigma Black Belt Certification

Managed 735 employees.Hired to rejuvenate ailing call center and support organization. Moved operations from a start-up organization to a fully sustainable service and sales support center while obtaining above average customer satisfaction ratings, increasing objectives year over year and decreasing headcount by 123 employees. • Planned and implemented a very effective two-pronged approach: tactical focus on results coupled with significant attention to building a “thinking” organization. • Implemented metrics, performance management process, identified and closed critical talent gaps and improved processes. • Changed center from an ailing organization with a 55% service level, 71 days of backlogged work, 17% abandon rate and mandatory overtime; to a center that does today’s work today, exceeds all metrics and is seen as the “go to” organization in Long Distance. Moved center to next level and successfully pursued TL9000 certification.• Created a solid infrastructure of appropriate metrics, consistent application of business and behavior rules, a healthy labor relationship, and structured compensation to reward high performance. Implemented high-bar performance standards based on quality, adherence, attendance and productivity that drive effective call center behavior.

Managed 465 employees.Lead large remote support staff organization. Responsible for the success and continuous improvement of sales support processes, organizational structure, performance measurements and non-management and management bench strength. •Oversaw six remote department heads, supporting 4 large, 13 state service centers. The organization included Training, Methods and Procedures, Performance Results, Project Management, Regulatory and Operational Process. •Responsible for designing and delivering Service Rep. training curriculum, creating and maintaining center performance measures to drive appropriate behavior. •Pro-actively designed and performed center operational reviews, audits and ISO 9000 implementation, •Improved overall departmental productivity and managed major change projects including three center consolidations.

10/2000 - 06/2001 Director over Inbound and Outbound Inside Sales, Retail Sales Support, Process Improvement, Field Operations, Sales Merchandising and ILEC Relations for SBC's start-up CLEC. • Designed and implemented processes that were duplicated in future sales centers. • Lead new 350 person sales center, established revenue targets and operations metrics, created recognition and sales incentive plan, communication plan and manager routine. • Designed and implemented intra-company, error correction, escalation and billing functions. • Designed and implemented work flow and tracking process for complex ILEC/CLEC order processing.

Taught accredited college level classes “Supervisory Management” and “Leadership”. Developed both classes including text choice, class structure, syllabus, tests and final assessment projects.

Managed production and staff functions in sales support roll. Oversight for processing the post sales, service orders, for complex telephone systems like Centrex, SONET, DS3’s for all of Ameritech Midwest small and medium business accounts.•Managed $10M+ budget and ran production average of 30K service orders per month. •Managed 177 union employees and 13 managers•Closed 6 business offices in four states and merged the people and processes into one mega center. •Planned and managed major transition to a functionalized structure•Increased output 30% with a 3% decrease in staff •Exceeded, then raised objectives all three years (customer satisfaction, accuracy and timeliness objectives)

Managed 100 person sales center and a 65 person vendor service center including 20 managers and support staff. •Attained revenue objective of $19M and while managing within a budget of $6M. Increased revenue by 37%; improved service order accuracy from 74% to 89%; raised service level from 75% to 87%; increased customer access from 73% to 87%; reduced labor cost by 12.5% •Developed a plan for backroom which improved productivity by 28% and created additional sales personnel to generate additional revenue. •Changed the focus of the major accounts team to that of a sales center and focused on improving customer satisfaction and increasing revenue.

09/1995 - 09/1997 Region Manager Call Center Sales Support Managed 100 person sales center and a 65 person vendor service center including 20 managers and support staff. 01/1994 - 09/1995 Team Leader Call Center Sales and Service - Managed a 75 person cross functional team including 10 managers, 65 sales representatives, technicians and testers that were responsible for the customer satisfaction of major professional, healthcare and transportation accounts. 03/1993 - 01/1994 Associate Director Project Managers Managed 33 management personnel that acted in a sales support function as project managers and problem solvers for major account customer cutovers. 03/1990 - 09/1993 Manager-Enhanced Accounts/Inside Sales Managed 25 non-management Service Reps that were responsible for customer contact, sales and order processing for the middle market business customers. 01/1990 - 01/1991 Manager Major Accounts - Managed 20 Service Representatives and Project Coordinators responsible for maintaining the largest accounts in Illinois. 04/1978 - 01/1989 Communications Consultant / Project Manager Handled all responsibilities of managing a complex 13,000 line Centrex account. Coordinated negotiated and supervised complex, high profile cutovers. Assisted in selling a $5,000,000 Intelligent Integrated Network (IIN) contract.

Masters Of Arts, Organizational Development And Change Management

Activities and Societies: The National Society of Collegiate ScholarsHigh Honors

Bachelor Of Arts Degree, Business Management

High Honors

Associate Degree, General Business

High Honors