Safe-Guard is the leading provider of customized protection products for the automotive, powersports, RV, and marine industries. Led Underwriting, Vendor Management, Facilities, Claims, Cancellations, Payment Processing, Project Management, Reporting & Analytics, IT Operations, and BPO relationship.

• Responsible for driving cultural and organizational transformation with a focus on improving customer/employee experience, process efficiencies, and financial growth with a full scope of 500 employees, holding oversight of Financial Shared Services, Customer Service, Retention, Social Media, Office of the President, Key Accounts, Concierge, Telesales, Training, Quality, Reporting & Analytics, Workforce Management with dotted line responsibilities for Human Resources and Talent Acquisition• Built a consistent communication calendar to improve monthly attrition by 31% by increasing communication and associate engagement via virtual focus groups, and increased efficiency by 7% by implementing a continuous improvement model to identify and improve gaps within processes• Implemented a high-potential leader and partnered with marketing to incentivize and grow new customer conversion rates by 16% and upsell revenue by 75.6% as a result of creating a high energy environment and redefining sales strategies on the front and back end of customer onboarding• Effectively improved processes and technology by leading several key initiatives such as IVR redesign, email platform migration, and developing a novel business process management model to improve efficiencies• Successfully integrated several acquisitions and built a financial shared services model that served to drive synergy cost savings, associate and customer experience, and improved performance• Increased on-time billing percentage from 40% to 100% within a year by partnering with stakeholders to build better processes, additionally reduced special billing rollover by 94%, from 250 to 15, creating small task groups to identify and resolve gaps inherited from the transition• Established shared services across lines of business, including self-service customer service, inside sales, retention of key accounts, and support functions such as L&D, quality, and social media strategy

• Led a team of 210 internal and external operations team members serving 6M+ client members utilizing comprehensive pharmacy benefit programs and services, holding oversight into Member/Patient Services, Prior Authorization, Workforce Management, Process, Learning and Development, Quality, Channel Management (IVR, Web, Mobile, and Social), Customer Experience Strategy, and Client Performance Guarantees• Implemented a turnaround strategy focused on increasing employee engagement, improving operational efficiencies, and driving incredible client and member experiences, increasing NPS 650%• Improved turnaround time by 99.6% while reducing returns 7% by implementing a company-wide Rapid Process Improvement methodology, demonstrating ROI, and further identified areas of improvement in collaboration with peers• Built a process management model for proactive, targeted customer outreach for debts and disputes, collected $372K in outstanding balances, saved $100K in expenses, improved payment turnaround by 80%, and increased FCR resolution by 6% as a result of diligent relationship management• Successfully executed a company-wide cultural transformation initiative for employees to understand how their work fits within the overall strategy; employees together scored 4 on a 5-point scale measuring overall confidence in their value fit• Consistently focused on leadership development throughout tenure, implementing a Leadership Academy in partnership with HR/L&D • Executed a company-wide business transformation initiative resulting in a 45% increase in achieving results for projects/initiatives, increasing accountability throughout the company from executive leaders to front-line employees• Contributed to the sale of the company to a PE firm, expertly providing data and presenting to a list of potential buyers before finalizing the transaction with the selected PE firm

• Led 1,400+ Customer Service Representatives across 5 contact centers within California, Philippines, Costa Rica, and the Dominican Republic, as well as Individual and Family Plans, Group Plans, and Medicare/Medicaid, focused on improving customer experience, increasing employee engagement, and driving process/efficiency improvements• Successfully improved FEP claims turnaround time by 28.6% by revamping the FEP Reconsideration process, additionally raised FEP claims auto-adjudication 5.7% by analyzing data and adding edits to the claims system• Elevated customer experience metrics by 14% and improved customer correspondence cycle time 13% by revamping performance management strategies and improving internal processes• Drove up time-to-proficiency with a 29% improvement in new hire customer experience scores, compared to 2010 average scores, sponsoring a cross-functional team that redesigned the selection, onboarding, and training program• Proactively negotiated BPO contract price and pay for performance rates for existing vendors, using the same model for new BPO vendors, generating $1.2M in annual savings• Effectively improved the use of “voice of the customer” and employee data to drive end-to-end process improvements through all channels, additionally served as the executive driver for the company-wide “Solve My Issues” program• Improved IVR Call Avoidance Rates by 19% and experienced a higher First Call Resolution score, 74% vs 64%, by playing a critical role in implementing Facets, an enterprise-wide core administration platform within customer service• Credited with elevating employee engagement scores 15% by setting up onsite focus groups, creating monthly business review sessions to establish and track action plans, and instituting communications across the organization• Established proven leadership from senior-level recognition, continuously achieving accomplishments across customer service, employee engagement, and process efficiencies

Wholly owned business focused on real estate revitalization.

• Responsible for leading global Customer Service, Technical Support, Retention, and Collections, created and developed a revised onboarding process ‘welcome team’ to prevent losing customers within 90 days due to technical issues or delayed equipment set up, a dedicated team established white-glove service to increase retention• Focused on standardizing operations and treating all partners as one unit, discussing business metrics action plans, and implemented process owners to identify gaps and deliver against the future state process design▪Increased customer satisfaction scores 9% and first call resolution scores 12% as a result of infusing a leadership culture focused on effective performance management and improved workflows for top call drivers▪Improved overall call efficiency 10.2% by introducing standard operating procedures for basic installation, which reduced hold times and provided more consistent call handling by customer service agents ▪Implemented service as a bridge to sales strategy that increased new product/service upsell opportunities▪Added $2M to the bottom line by improving processes and policies related to issuing credits and restructured training to collect $684K in past due balances

*Led 11 contact centers (10 domestic/one international) with 1,300+ employees and a $80M budget. Improved operational structure to provide extraordinary service quality to customers through multiple channels; phone, email, chat and IVR▪Improved customer satisfaction scores 3.4% and first call resolution scores 3.2% by using VOC analytics▪Saved $475K as a result of identifying and implementing IVR improvements that reduced transfer rate▪Generated $4.7M in cost savings by consolidating siloed contact centers at DHL. Led project from strategy through full execution▪Adopted legacy customers from key accounts to create a scalable new premium service channel for customers valued at $250K – $1M annually; model used part of the sales process for potential new clients

*Turned around and grew early-stage email servicing organization. Led the online banking and email contact centers while focusing on cost containment, customer experience and technology advancement▪Increased volume for the new email service channel by 123% in three months through a collaborative partnership with eCommerce focused on elevating the online experience and presence▪Improved Customer Satisfaction scores by 115 basis points as a result of implementing an email service platform, elevating new hire selection criteria and revamping training processes▪Saved $500K annually by using offshore BPO for less complex email volume