Bob Rosenthal Email & Phone Number

Palatine, Il, Us

Charlotte, Nc, Us

Lumaverse Technologies is a North Carolina-based software company that specializes in providing comprehensive management solutions for various industries, with a strong focus on nonprofits and educational institutions. Their integrated suite of tools simplifies scheduling, volunteer and member management, event planning, fundraising, and club management, enabling organizations to streamline operations and engage effectively with their communities. Lumaverse's offerings include popular brands such as SignUpGenius, LumaPay, NonProfitEasy, TimeTap, Fundly, Membership Toolkit, AtoZ Connect, Learning Stream, GoSignMeUp, RegistrationMax, Auction Frogs, and ClubExpress. The company empowers users to step away from manual processes and focus on their core missions or students by offering powerful website, group management, and fundraising tools. Lumaverse's commitment to customer satisfaction is evident in its numerous satisfied customers, including nonprofits, schools, and associations that praise the efficiency, user-friendliness, and feature-rich nature of its solutions.

Schaumburg, Illinois, Us

Leading the sales and marketing teams to help offer value to membership-based organizations with our leading-edge technology. Our mission is to take the drudgery out of running and growing a club or association. Using the powerful technologies of the Internet, we make it as easy as possible to create, manage and sustain a strong, vibrant club, one that people join because it's fun, because it helps them, and because it adds to their communities. Our objective is to earn your business by earning your trust and by demonstrating extraordinary customer service. We will price our products and services reasonably for non-profit organizations so that the officers of a club or association, no matter how small or how little they charge, will see ClubExpress as a good choice to help sustain and grow their club.

Schaumburg, Illinois, Us

Chicago, Illinois, Us

- Increased average new revenue per Inside Sales Representative 172% over a four-year period.- Developed strategy and implemented new proactive collection efforts with financial results including a 75% reduction in overdue receivables, a 60% reduction in DSO and 60% reduced write-offs due to collections.- General Manager of a product line: Increased product lifecycle by five years.

Chicago, Illinois, Us

- Led business and sales operations for $200M division of CCC. - Redesigned lead to quote, contracting and order to cash processes. Developed and executed plans to replace Oracle CRM with Salesforce.com. Lead training for new CRM systems to 100% adoption.- Reengineered order-processing department, resulting in 600% productivity improvement and elimination of 50% of errors.- Developed new retention processes, which reduced customer attrition to under 5% annually. Oversaw net promoter score execution to increase score from a baseline of 10% to over 45%.

Us

Led US Business Operations at United Behavioral Health. Transformed business into one more focused on the customer and resulted in increased customer satisfaction. - Recruited by President of division to lead team of approximately 1,500 through nine direct reports in multiple locations. - Responsible for oversight of entry of contracts into claims payment systems, auto-adjudication of claims, manual claims payment, claims customer service call centers and Six Sigma programs at United Behavioral Health.- Improved auto-adjudication from 14% to 45% over two years. Allowed for reduction in claims headcount and more accurate claims payment. Standardized service levels in call centers.- Improved collaboration across the business through regular operational reviews to ensure successful, permanent cultural changes.

Us

Oversaw the call center improvement and consolidation initiatives for Uniprise, the shared services business of UnitedHealth Group.- In 2002, acted as internal consultant to Uniprise’s seven call centers. Improved scheduling and call routing to achieve 20% increase in service levels.- From 2002 to 2004 led call center consolidation efforts. Each call center averaged 400 FTEs, with six direct reports.- Turned around performance of Dayton, Ohio call center to keep it active and productive until closure was scheduled and accomplished.- Maintained operations of Utica, New York call center to keep it active and productive until closure. Developed and executed policies, processes and procedures to allow agents to work from home, using existing technology.

Lake Forest, Illinois, Us

Member of the Leadership Team that grew revenue on Grainger.com from a $3 million run rate in June 1998 to and over $280 million in sales in 2000.- Directly responsible for six direct reports and approximately 40 indirect reports.- Devised cross-channel, and cross-business service strategy leading efforts to reengineer company processes. This ultimately led to service call elimination with associated reduced personnel cost and improved customer satisfaction.- Implemented the company’s first eCRM, improving performance and productivity many times over.- Fully responsible for developing the multi-channel Internet Customer Care strategy for Grainger's web initiatives. Developed processes and tools that allowed for departmental growth of 10 times, while revenue grew over 1,000 times.- Co-led team that developed company Call Center Strategy, leading the way for a fragmented call center structure to develop into centralized, virtual call centers.

Philadelphia, Pa, Us

This position was with Ameritech. Ameritech was acquired by SBC and later became AT&T.Led cross-functional team that developed a new strategic vision for a “Call Center of the Future” affecting 5,500 service representatives in 17 call centers across a five-state region. Headed executive team to integrate long-distance sales and service into the local call centers.- Led team that evaluated and implemented new technology to vastly improve productivity.- Introduced telecommuting, leading to significant cost savings, improved morale and increased on-line time.- Established long-distance sales/marketing financial and budgeting processes and sales channel management- Developed training, quality in sales and service and multi-lingual marketing programs.

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This position was with NatWest Bank, which was acquired by Fleet Bank. Fleet Bank was later acquired by Bank of America, and then Royal Bank of Scotland.Key part of team that led the consolidation of NatWest’s Huntington, New York and Bridgewater, New Jersey retail banking customer service call centers into a state-of-the-art facility constructed in Scranton, Pennsylvania.- Led efforts to convert NatWest’s customer service operations from a cost center into a profit center.- Recognized industry-wide as leader in quality of service in three consecutive quarterly blind telephone shops.

Responsible for managed vendor network and for account management of the company’s major client. Designed and implemented monitoring team charged with improving call quality on all campaigns.- Responsible for six internal call centers and overflow vendor network. Six direct reports as management of each internal call center. Each call center was comprised of an average of 100 internal staff.- Created and delivered telemarketing training program and led efforts to train and develop external vendor network.

(This company is now a part of GE.)This position was with The Signature Group, a wholly owned subsidiary of Montgomery Ward. The Signature Group was acquired by GE Financial Assurance Corporation AFTER I left the company.Led efforts to increase sales, reduce cost of sales and increase service quality. Efforts resulted in tremendous business growth and increased use of telemarketing as a sales channel. Established “Signature Telemarketing” as a significant presence in the service agency industry.- Conceived, designed and implemented Signature Telemarketing, a full-service telemarketing agency which generated $12 million in revenue its third year and was ranked #1 by Telemarketing Magazine in 1993 and 1994.- Accountable for twelve call centers, with 3,500 associates plus managed outsource vendor network to handle overflow- Designed and launched customer retention program resulting in $15 million additional net profit.

Richardson, Tx, Us

(This company is now Verizon Enterprise Solutions.)Call Center Manager for Outbound Call Center located in Sergeant Bluff, Iowa. - Led team of 200, growing to 1,000 over a period of one year. Served as primary communications link between MCI and Northwest Iowa Telephone. I had three direct reports with multiple managers, supervisors and front line inside sales reps.

Mahwah, New Jersey, Us

At the time, DialAmerica was the largest outsourcer of call center services in the USA. Initially started as Outbound Telesales Representative. Grew quickly to #1 salesperson. 1981: Promoted to Supervisor 1982: Call Center Manager in Atlanta, GA. 1983: Call Center Manager in Tampa, FL to lead a successful turnaround of company's poorest performing sales team, becoming the top performing team in six months. 1983 to 1985: Call Center Manager in Omaha, NE, a flagship operation experiencing staffing difficulties.1985: Call Center Manager in West Haven, CT. Locate space for, designed and opened a new call center dedicated to one client.

Mm/Mba, Marketing And Organizational Behavior

Ba, Psychology

High School, College/University Preparatory And Advanced High School/Secondary Diploma Program