Chris Hinesley Email & Phone Number

• Managed all BPO Customer Support Operations to include oversight of over 240 customerservice and support employees.
• Created, implemented and managed successful customer support business proposal toconsolidate the vendor service solution resulting in a savings to the business of 2.2MM during thefirst 6 months of employment.
• Collaborated with cross-functional areas enhancing quality service levels by 20%, service levelsby 25% and increasing the NPS from 70 to 90.
• Successfully forecasted and managed the budgeted and operational cost in excess of $17MMannually within 5% of actuals.
• Established an effective partnership with internal and external partners ensuring there was ashared vision, appropriate priorities and accurate reporting.

South Windsor, CT

• Headed over 75 Customer Service, Credentialing, Implementation, and Enrollment employees including staffing, compensation and performance management to create a clear vision, train, coach for development, and drive.
• Reduced labor costs by over 25% while growing profit, productivity, and quality metrics / NPS by 20%, 25%, and 50%, respectively.
• Directed international vendor and BPO contractual obligations to ensure performance and service level agreements were met within established guidelines and terms.
• Developed all performance standards to meet the service goals of the company and clients.
• Collaborated with cross-functional areas to enhance service, software products and generate sales across divisional lines.

Hartford, Connecticut Area

• Manage the overall delivery of benefits and services including the implementation of new business to National Account customers by leading cross-functional account management teams.
• Provide benefit consultation for plan revisions, managed care strategies, product development, policy/procedure changes, and communications development.
• Analyze, investigate, and develop creative solutions to client-specific issues related to systems, claims, networks, providers, billing, and banking.
• Partner on client growth strategy, giving consideration to client business model.

Hartford, Connecticut Area

• Led and managed 3 Managers and 5 Customer Service Supervisors with an overall responsibility for a staff of 50-75 to include hiring, training, conducting performance evaluations and terminations as necessary.
• Enhanced new hire and ongoing training programs to increase call quality. 2015 results hit a 98.5% accuracy rating, increasing from 84% in August 2007.
• Developed forecasting process leading to the successful calculation of call volume and average handle time for multiple skills using eWFM and trend analysis while meeting all forecast accuracy goals of + or – 5%.
• Headed overall vendor management to include contracting, training, reporting and expense management.
• Savings of over $150,000 to business and increased customer satisfaction ratings from 88% in 2007 to 95.1% in 2015 by implementing internal organizational contingency call center support plan.
• Implemented productivity and accountability metrics to allow staff to better understand and measure their individual and team expectations.

Hartford, Connecticut Area

• Led all operations for CIGNA contract for eastern United States, ensured that call center representatives promptly respond to incoming telephone calls from referral sources/potential clients, and ensured that payer.
• Directly supervised 2 Customer Service Managers and 4 Supervisors and was responsible for 60+ staff members. Duties included hiring, training, and conducting performance evaluations and terminations as necessary.
• Establish and maintain ongoing relationships with referral sources. Made recommendations/consult with upper management regarding enhancing referral relationships.
• Implemented inclusive new hire training program which allowed newly hired member staff to increase their knowledge of the company, its expectations, and the industry
• Created and implemented all accountability metrics for contact center to allow staff to better understand and measure their individual and team expectations.

Greater Boston Area

• Managed high-volume call center (up to 2,800 calls daily) for mutual fund operations/retirement benefits with focus on increasing quality and efficiency of customer service.
• Directly supervised 5 Customer Service Operations Managers and was responsible for 100+ staff members. Duties included hiring, training, and conducting performance evaluations and terminations as necessary.
• Team recipient of Dalbar’s 2002, 2003 and 2004 Quality Service Award for providing exceptional customer service.
• Implemented a comprehensive training program for new hires and an ongoing training program for existing staff to help representatives increase their knowledge of the industry and company products.
• Was able to reduce headcount 15% increasing quality and streamlining processes.
• Enhanced Voice Response Unit (VRU) and Internet site reducing total call volume into the service center by 25%.