Charles Johnson Email & Phone Number

Irvine, California, Us

Developing and Managing global sales enablement programs focused on the Account Executive Role at Alteryx.

Irvine, California, Us

Managing all Global enablement programs for Alteryx Account Executives

As the saying goes, "Find a job doing something you love, and you will never work a day in your life"; with that philosophy in mind I started CWJ Training and Consulting. Currently my focus is working with youth to help set them up for success as they enter the business world after school. Areas of Focus:- Productivity Improvement- Leadership ---- Coaching ---- Team Building ---- Cultural Development- Career Development- Behavioral Based Interviewing- Presentation Skills- Facilitator Development

Walldorf, Bw, De

Supporting all enablement needs for SAP CX Sales from the top down. Ensuring global priorities are included in the regional strategy and push challenges and needs identified at the regional level up to the global level to help ensure resources are applied where needed. • I partner with NA Executive Sales Leadership to develop and execute enablement plans to support the region’s priorities and align with global initiatives. • I partner with the front-line sales managers to identify skill gaps and develop and execute plans to close those gaps• I work directly with the Account Executives to develop strategies to close deals and build pipelines.

Walldorf, Bw, De

I managed the onboarding and Continuing Education program for the global sales team. • I revamped the New Hire program to be a combination of virtual, eLearning and Live training. • I partner with leadership at all levels to identify the best way to roll out latest information or skills pertinent to the sales organization. • I created processes to increase efficiency and effectiveness in all programs managed

Washington, Dc, Us

I identify and support the training needs in the Central Region. I partner directly with leadership, from Executive and VP level to front line manager, to determine the best course of action to improve performance and raise bench strength. My main area of focus is to support the 0-12 month tenure band through out their entire on-boarding experience, and to help them perform at a faster pace. In addition, I work with sales management (Director Level down) on their strategy for developing their teams, including coaching and documentation skills. I also influence culture and over all team health in the region. I travel 50-75% per month to be face to face in the branches and Corporate headquarters. I develop and deliver curriculum as needed both in a classroom and a virtual setting.

Atlanta, Georgia, Us

Remotely manages 4 direct reports (2 trainers and 2 instructional designers). Has direct interaction with business unit owner to ensure delivery of programs meets/exceeds expectations. Partners with business unit to provide evaluation and testing results for programs delivered. Assigns delivery personnel to support learning delivery with the business. Works with business unit owner to meet team/department level developmental needs that are outside of daily operational components (ie- team building, manager development, etc.) Plan, develop, and provide training and staff development programs, using knowledge of the effectiveness of methods such as classroom training, demonstrations, on-the-job training, meetings, conferences, and workshops. Analyze training needs to develop new training programs or modify and improve existing programs.

Atlanta, Ga, Us

Conducting sales training to new and experienced employees in a blended format of live and virtual.Partnering with Vice President General Managers of branches in my responsibility to help identify training needs and act as a consultant as to the best way to meet those needs.

Bellevue, Wa, Us

Responsible for leadership development training across the entire enterprise. This includes Franklin Covey courses, as well as Developmental Dimensions Inc (DDI) based courses along with our internal cornerstone courses. In addition to delivering the training I am also responsible for training others how to facilitate the courses through Train The Facilitators (TTFs). I am also responsible for recruiting to increase enrollment for offerings.This role is 90% travel.Became certified in Franklin Covey and DDI (Transferable certification)Developed a process book as this was a newly developed team and there were no official processes in place.Average a 97% Top 2 (Exceeded and Far Exceeded) box scores on level one evaluations.

Bellevue, Wa, Us

2007Responsible for supervising a team of non-exempt Training Assistants that assist with proper implementation of TCC for new hire classes, the delivery of continuing education classes as needed and assist with the CSR transition from the training environment to the work environment. The Senior Trainer also trains new hire and continuing education classes as needed. The position is responsible for coaching, developing, leading, motivating, modeling, training and scheduling to ensure our customers receive world class customer service. Became certified in T-Mobile Commitment and have delivered, and will continue to deliver to the Frisco Center, and elsewhere as needed. Results: Helping to ensure all T-Mobile employees receive this cultural training.Stepped up to a leadership role during multiple changes in the department. Results: Through professionalism and by casting the shadow of the leader the department continued to operate as normal.Technical Care Trainer 2006-2006Responsible for class room instruction and then TCC including quality monitors, performance reviews and coaching of new hire employees for their first 8 weeks of employment. Ensured new hire employees were completely prepared and educated in all aspects of a T-Mobile Technical Care Representative. Performed one-on-one and group training of existing employees to promote ongoing best business practices. Delivered How We Sound training in Albuquerque, NM to four teams. Results: The level 1 feedback was positive from the trainees. Worked with the LDM in NM to modify the training to make it a more effective training program.

Wellington, Wellington Region, Nz

Made timely and accurate claim decisions for short and long-term disability. Ensured claim decisions were in compliance with statutory and contractual stipulations. Communicated effectively with a variety of customers telephonically and in writing. Assumed managerial roles when manager was absent. Selected to manage a new account that was very large and anticipated to have a strong customer service need. Results: The customer was very satisfied with the service provided and the results of the claim Management.Selected to be member of the new business presentation team. Results: Successful presentations helped in the sale of new accounts.

Ensured new hire employees were completely prepared and educated in all aspects of Disability Case Management. Executed training needs analysis on existing employees to ensure that the proper training was provided to maximize performance and efficiency, and then delivered one-on-one and group training to existing employees to promote best business practices. Selected as chairman of New Hire Curriculum Committee charged with developing a more effective classroom and on the job-training plan to result in higher competency level. Organized a four-person team, delegating sections of the existing curriculum to be reviewed. Results: Project completed three months early. In testing the new format was very well received by both management and staff. Tasked with challenge of developing mentor curriculum program. The glaring gap in the training process was that new hires felt that once they hit the floor they were on their own and had no guidance from top performers. Results: The new hires learning curve was reduced and the time frame needed to meet the performance standards was shortened.

Made timely and accurate claim decisions for short and long-term disability. Ensured claim decisions were in compliance with statutory and contractual stipulations. Communicated effectively with a variety of customers telephonically and in writing. Selected to turn around case manager load. Formulated a plan of action to make sure I was able to get their caseload caught up, and keep mine from falling behind. Results: Within one month both caseloads were brought current, my caseloads stayed current. The customer regained their trust in our abilities.

Developed new reference material for customer service consultants. Updated existing reference material for customer service consultants. Developed new procedures for new disability customers to ensure all their expectations were met from customer service. Worked closely with training department to write curriculum and train new procedures. Wrote script for telephone claim intakes. Charged with creating a reference database for a new team of FMLA only customer service representatives. Created a user-friendly resource that allowed the CSCs address all the FMLA laws and procedures for processing claims. Results: Project completed on time. FMLA CSCs were able to process claims timely and correctly meeting all federal and statutory guidelines thus limiting the risk of fines for MetLife. Redesigned claim intake script based on customer need. The script was very generic and oftentimes claims were filed under the wrong division or an ineligible employee would file a claim. Changed the scripting based on these needs to the customer's satisfaction. Results: Increasing satisfaction, efficiency and accuracy.

Responsible for quality checks, performance reviews and coaching of new hire employees for their first 90 days on the job. Ensured new hire employees were completely prepared and educated in all aspects of a customer service consultant. Performed one-on-one and group training of existing employees to promote ongoing best business practices. Instructed to increase new hire performance. Reviewed and improved the new hire curriculum to ensure all aspects of the job were covered. Results: Increased new hire performance from 72% to 86%, exceeding the goal by 4%. Identified call center turnover problem. Average of $10K dollars to train a new hire. Addressed this problem by developing a strong mentor program and incorporated a "nesting" period. Results: Increased New Hire retention rate from 87% to 97%, exceeding the goal by 7%. Participated in the case manager training that was presented for the new system and developed a solidunderstanding of the system. The training was formatted as a self passed training module in PowerPoint formal. Results: Established a user-friendly call center specific self-paced module that is still in use today. Secondary, developed a mastery of PowerPoint.

Answered telephone questions from Disability, Auto and Home claimants. Performed telephonic disability claim intakes. Selected to be a member of the Escalated Call Team. This was a team that handled dissatisfied callers that were irate. Results: Customer satisfaction was increased and co-workers had an "out" for callers their skill set wouldn't allow them to handle effectively.MOTEL 6

Responsible for all aspects of day-to-day running of a 91 room budget motel including hiring, training and Human Resources responsibilities. Decided to step up to the challenge and simultaneously manage three Motel 6 locations three hours apart. Successfully managed all three for four months. Results: Discovered where the books had been doctored and corrected them to appropriately show the P&L for the property, troubleshot labor law violations and worked with the states and the wronged employees. In one case, avoided litigation against the company. Brought the two properties back up to corporate standards before the new managers were placed. Acquired a 125-room property from a different motel chain; Once the acquisition was completed the property needed to be converted to meet company standards. In that time, I interviewed all the existing staff, made appropriate job offers, did all the new hire HR processing such as benefits enrollment and W4's. Remained in capacity as General Manager for the first month of operation. Results: Conversion went smoothly with no negative effect on guests. Met all the timelines of the project plan. Operating completely with company standards by the second week.

Night Auditor, MOD, General Manager