Responsible for the administration, coordination and control of transportation providers for Medicaid passengers in Nebraska. We current serve over 800,000 customers utilizing in excess of 400 providers in Nebraska, California, and Hawaii.Accomplishments: Created new accident investigation procedures for Nebraska and California . These new procedures eliminated redundancy in the process and allowed for accident closure in 24 hours. Implemented cross-training program in Network Control. Implemented a new inventory process flow to reduce new provider enrollment time from an average of 12 weeks to 8 weeks. Expanded our service area by 17.8% within Nebraska in six (6) months.

Offering insights and recommendations towards improving customer service organizations , back office operations and enhancing the customer experience. April - June 2017 - completed working with a healthcare company in the Northeast focused on reducing claim backlog and improving their call center customer service. Product/Recommendations were delivered on time and under budget.Visit our website at mcvey-creative.com

PRIME THERAPEUTICSDates: 06/2014 – 04/2016Vice President: Contact Center Operations Recruited and hired by CEO to transform the customer service and delivery for this Pharmacy Benefit Management company of 26 Million customers. Responsible for the operations of all Sites: inbound/outbound calls related to pharmacy benefits. Leading five (3) internal CIGNA Sites and two (2) outsourced Sites responsible for a total staff of over 950 employees in the United States.Notable Achievements:Improved First Call Resolution (FCR) from 60% to 88% in 12 months. Concurrently, increased agent satisfaction from 70% to 93% - FCR efforts netted $2.1M in cost savings.Recently recognized by Service Quality Management Group: 2015 Best Customer Service in Healthcare and 2015 Best Customer Service in Pharmacy. Additionally, Prime Therapeutics has been awarded World Class Call Center recognition for two of our three sites by Service Quality Management (SQM Group) - a specialist firm that uses Voice of the Customer (VoC) survey data to measure and improve the channel customer experience, operating costs (OPEX) and retention.Reduced OPEX by $2.7 million year-over-year (2014-2015) and have a targeted reduction of OPEX for 2016 of over 15% - increased First Contact Resolution and a focus on effective and efficient call handling are the primary drivers of this budget reduction.

Responsibility for daily operations of MA Division to include Membership Accounting, Enrollment, Fulfillment, Appeals and Grievances, Six Sigma and Continuous Process Improvement (CPI) group, Claims, Call, and Network Services. Duties include developing long term strategy and executing on corporate initiatives. Operations include Houston Universal American employees, outsourced Call Vendor C3 in Idaho and the Philippines, and outsourced Claims vendor iGate in India.Notable Achievements:Implemented two (2) different initiatives to improve the Member experience in Call Operations - results have reduced call transfers by 69% over the last 12 months and improved First Contact Resolution from 82% to 94%Assumed individual daily leadership responsibility for Claim operations. Reduced monthly Claim Lag from $288M to $50M in 4 months. Developed and distributed over 55 new desk top reference guides to assist in claims processing. Created and implemented new Quality Assurance department in Operations. Created a new process with new reporting and tracking mechanisms to address Recovery, Claims, Enrollment, Appeals and Grievances, and Fulfillment activities.Created and implemented new Member Experience Group that includes Appeals and Grievances, CTM (CMS Complaints) research and resolution team, and business analysis for member issues. Reduced monthly CTM complaints from 302/month to 23/month over the last 18 months. Implemented a new cost accounting model that identifies the cost of each individual transaction to expedite CPI initiatives. Implemented process changes and CPI projects that have eliminated over $38M (48% reduction) in annual operating costs across all departments.Created/implemented new Provider Relation Team in Operations to assist field marketing personnel in daily physician interactions.Eliminated 2 vendor contracts totaling over $800,000 annually through process improvements and replaced with internal FTE saving $500,000 annually

Direct and coordinate all service activities for customer and physician calls to CIGNA Healthcare in Medical and Dental areas. Led over 2,700 employees in domestic call operations (9 Sites), as well as Business Process Outsourcing (BPO) vendors in the U.S., Canada and the Philippines.Notable Achievements: • Selected as the “Customer Service Executive of the Year” in 2009 by the American Business Awards group – also known as The Stevie Award – from a field of over 400 entries. • Realized over $22M in annualized cost savings by designing and implementing more than 30 Six Sigma process improvements, and handled 16 Kaizen events to correct workflow deficiencies. • Improved customer satisfaction scores from 93.2% to 96.6% through new customer treatment training module and by providing a consistent and reliable customer experience at all times• Obtained J.D. Powers certification for all call sites for four consecutive years - the first J.D. Powers Customer Service award for any healthcare company• Reduced AHT by 60 seconds: resulted in annualized savings of $11.2M. Decreased employee attrition from annualized rate of 48% to 26.7% for an annualized savings of $5.9M• Created and deployed new internet CSA Team which was selected as the 2010 “Customer Service Team of the Year” • Reduced customer/physician call transfers by over 30% – realized an annualized savings of $3.6M• Appointed to represent Service Operations on corporate Employee Engagement initiative. From 2008 to 2010, led the Service Operations activities – with a special focus on Diversity initiatives. • Reduced Claim Adjustment Rate (Sherman) from 19.1% to 9.4% • Produced more than $3.6M in annualized savings in the Claim unit through improved processes and reduced pended claims by over 60% while simultaneously improving claims per hour processing rate from 14.2 to 20.5

Provided tactical and strategic leadership throughout the entire customer care operations in Utica Customer Care site. Served as significant contributor in achieving the recognition within Utica as the Best Performing Site in the division. Personally requested by the senior vice president to assume leadership responsibilities in the largest site located in Greensboro, NC. The Greensboro based role led multi-site operations of more than 800 employees in North Carolina and New York.Notable Achievements: • Implemented six different initiatives that were recognized as “Best Practices” and implemented in all UHG sites• Improved employee retention 30% while reducing “voluntary attrition” by an aggregate of 50% for these sites • Surpassed all Quality goals by 20% and Defects per Million Opportunities (DPMO) goals by 35%• Reduced total call handling time by 21 seconds and improved customer satisfaction scores by 19%• Delivered $4.5M in annualized cost savings through continuous process improvements and increased first call resolution from 78% to 93% • Appointed as operations representative to Career Path Model developmental committee• Increased total revenue from $2M in 2005 to $6M in 2006 by creating and implementing the Senior Support Group, a call model dedicated to retiree/senior citizen population. This unit was focused on meeting the unique needs of this segment and delivering new customers to the company

Vice President – Head of Customer Service (Europe) Applied dynamic thought management in a multi-site European call centers focusing on managing 5 inbound / outbound call centers in 5 countries with 620 employees. Served as integral member of the European Executive Team and provided expert oversight in all aspects of customer service, sales, credit and collections, e-mail and business-to-business support. Notable Achievements: • Eliminated over $925K in annual penalties by implementing three changes in the joint venture contractual agreements to accurately measure American Express performance. Successfully developed new servicing paradigms for the next joint venture that implements service differentiation within Europe• Initiated and implemented 18 process improvements projects for European call centers; completed 14 projects while reducing total operating expenses by over $700K, while increasing customer satisfaction by 6%• Selected as a Top 25 people leader in the company through consistent demonstration of leadership traits, qualities, and behaviors