Innovation is our focus; we consistently think about "What is Next" to build a better future for our members. It starts with understanding what members want and need to be relevant for future business needs. It does not stop there; we strategize ways to bring these initiatives to life; this includes building out pilots to assess whether or not to invest and scale them.

Built a culture of testing, incubation, and experimentation within OMX. Focused on member-facing support experimentation and incubation, including planning for scaled launches. Discovering and driving recommendations to enhance the member experience & improved the support operations.

Strategically partner with Channel Leadership to define success criteria to drive channel performance and effectively plan and communicate project changes. Managing a virtual team responsible for maximizing performance through fundamental data analysis to optimize channel performance for various departments. Utilization of NICE, Genesys, and Nexidia platforms to lead the quality team through targeted listening and provide recommendations to improve operational efficiencies to drive superior customer service.

Quality Supervisor - Supporting the Care CentersDuring weekly director huddle share updates, new trends and conducted an alignment session.Quarterly examine and analyze and prepare a presentation to provide insights to key stake holders. The data provided historical data and recommendations /best practices for change. Partner with Center leadership to define and drive success in the quality program by holding alignment sessions, attend director huddles, 1x1 meetings with queue leaders to share the current state, share strengths/opportunities, and provide recommendations for change.Set clear direction for the advocate team; monthly assigned call listening, targeted listening projects Installation of NICE forms, Intent guideline updates, and held alignment sessions. Hold accountability for performance behaviors and documentation. Set monthly meetings with the quality team to collaborate across queues; these were called ideation sessions, working to identify what policies and procedures were either unclear or need to be updated. This created the space to find new trends heard on the calls, creating targeted listening to quantify the data heard and assess the cost to make these calls more efficient. Developing associates, identifying areas of growth, create development plans /goal setting/career path.Collaborate with sales, center leadership, peers and MCSO/CSO to build strong supportive relationships.

Review and revamp policies and procedures for the business queue.Weekly review and analyze reporting such as adjustments and AHT reportsHolding accountability for performance and documenting all behaviors. Weekly quality sessions; holding accountability for creating the world's best customer experience.Create opportunities for the associates I supported by setting goals for their career path.Collaborate with the sales team and peers to build strong supportive relationships.

2004-2006 US Cellular Marion, IANational Business AnalystRun reports from MARS (Business Objects) and Access, formatting these reports in Excel.Process changes needed such general account maintenance, suspending/canceling, processing port requests, running credit as well as re-rating incorrect billing.