Charles S. Email and Phone Number

Member of Digital Product Leadership Team overseeing Engineering, Support, and Product teams. Supported hardware and apps, localized in 15 languages, used by clinics and patients in over 40 countries. Strategized with peers to determine priorities and direction, and presented weekly, monthly and quarterly KPIs to the Executive team. • Analyzed customer support data to identify bugs and develop product hot fixes and enhancements.• Acted as escalation point for all inbound/outbound product and support inquiries, routing all items through the Zendesk ticketing system.• Developed customer onboarding strategies and drove the successful adoption of the company’s Insights platform, resulting in a 50% increase in overall clinic engagement.• Grew the number of active patients tracked monthly on the Virtual Care Suite (app) by over 60%, while increasing their level of app engagement by 50%.

Hired, trained, and mentored a global Customer Support team (located in US, Ecuador, France, and the UAE) who resolved issues with the company’s hardware and digital products. Built and maintained effective internal relationships with Product, Engineering, and Sales teams to help identify and resolve customer issues quickly.• Developed internal tools and best practices for debugging and analyzing customer issues in an efficient manner, leading to a 90% Customer Satisfaction rating for resolved tickets.• Targeted and exceeded <24 hour initial response time for over 97% of support requests.

Managed day-to-day operation of 35-person Application Support team who supported a custom Salesforce application solution. Oversaw all aspects of support, including staff recruiting and mentoring, inbound issue handling processes, service level agreement management, success metrics, defect escalations, knowledge base development, and executive reporting.• Managed P&L for Application Support and provided guidance to programs for annual support and change request budgeting and spend.• Developed process improvements and KPIs to measure team efficiency and throughput; and adjusted team structure and methodology to decrease annual spend/cost per ticket.• Spearheaded and implemented company-wide support and engineering software migration from JIRA to Azure DevOps to improve project planning and reporting.

Led 24-member team that developed, manufactured, and supported new products. Directed 6 Product Managers who planned product lifecycles from inception through implementation. Oversaw manufacturing team of 8, who built and repaired the company’s kiosks, tablets, and tele-presence robotic solutions. Managed 10 Support Specialists who provided ongoing post-implementation support to clients.• Managed P&L for Product, Manufacturing, and Support, in excess of $15MIL• Provided strategic vision, pricing, and growth models for the company’s Patient Self Service (PSS) software and hardware solutions.• Developed, implemented, and oversaw operational controls to include processes, workflows, and KPIs.

Led team of 13 Implementation Consultants who deployed and trained corporate clients on software solutions. Directed improvements in team efficiency, and oversaw internal and external problem resolution.• Managed resource allocation for Professional Service engagements and monitored results against KPIs and Management Business Objectives.• Created and implemented best practices, processes, and procedures for successful client engagements.

Managed global Professional Service and Support divisions consisting of 37 employees. Developed project implementation and support methodologies and tracked results against KPIs including staff utilization, client satisfaction and retention, and project profitability.• Managed P&L for Professional Service and Support organizations, in excess of $8MIL.• Led and mentored Services and Support management teams in establishing processes for accountability and alignment with other departments.• Created account plans to strengthen revenue stream and collaborated with leadership team to set goals for business growth, strategies for implementation, and long-term client relationships.

Managed global project implementation and support team of 21 consultants, and collaborated with Product Management, Engineering, and Sales departments to guide product innovation.• Managed P&L for Professional Service and Support organizations, in excess of $3.5MIL.• Partnered with executive leadership to optimize “Software-as-a-Service” (SaaS) offerings by developing consistent pricing methodologies and scalable consulting and managed-service models.• Built and maintained client relationships through team leadership and direct account management.

Led team of 10 Project Managers responsible for globalization of Life Science client collateral.• Managed P&L for $3.5MIL division, increasing gross margin by 8% and client satisfaction scores by 11%.• Collaborated with Sales and Account Management teams to anticipate client needs and plan resources.

Managed resource allocation and daily activities for 13 East Coast field consultants providing on-going IT consulting services to clients in the Venture Capital and Legal fields.

Consulted with small and medium businesses to evaluate overall business models and design scalable business systems and client service procedures.

Managed company’s Return Material Authorization (RMA) process to ensure a consistent level of quality service and customer satisfaction, including frequent communication with internal and external customers.

Managed company’s customer complaint system in accordance with FDA Quality System Requirements (QSR) and ISO 9001/EN46001 procedures.• Analyzed quality data including customer complaints, root-cause analysis, product feedback, and customer satisfaction ratings, and reported findings to senior management team.• Designed and implemented an Intranet-based application to process all incoming customer complaints.