As the Leasing Operations Manager I oversee the contact center that supports 18 SHAG (Senior Housing Assistance Group) communities and 3 managed buildings in Washington and Oregon. This includes overseeing an annual budget of $475k and maintaining each facility’s occupancy rate at 96%+.Additionally, I analyze move in/out trends by lead source, all expenses, and maintenance orders (initiation through completion) for all communities. Device maintenance that I supervise includes Office 365 as well as hand held devices (iPads, cellphones, PDA’s). To improve communications, I implemented and manage a cloud based PBX for all SHAG communities.

As Director, Contact Center and HR Administration, I provided strategic planning and oversight of the internal contact center staff that supported 28 senior housing communities in Washington and Oregon. This included hiring, training, on-boarding of new staff, scheduling as well as overseeing/monitoring staff performance. To help contact center and community field partners, I wrote a new employee handbook that outlined internal processes and procedures.Key technological advancements made under my direction:• Managed the creation and deployment of integrated contact center/customer service technologies which reduced abandoned calls by 72%• Implemented Zendesk ticketing system to document problems, customer follow up and resolutions (end-to-end process and timing) that improved resident experience and reduced resident call escalation from 30% to ≤ 10%.Additionally, I reduced annual benefits administration costs by $30,000

Focused strictly on the contact center, I improved productivity and reduced costs by completely retooling the center. This included creating training for effective call management and use of the property management tool as well as improving the lead qualification process through better customer dispositioning. The new qualification process increased incoming leads from 25% to 60%. I also reduced media advertising while increasing online marketing and search engine optimization (SEO) and developed enhanced sales and marketing communication plans. Additionally, I implemented a new customer service platform with a focus on KPIs, customer satisfaction, incident volumes, average resolution time, and service levels. To ensure consistency over time, I created internal policies, procedures, and training documentationThese changes resulted in reducing the move in cost by 50%.To improve communications, partnering with Microsoft, I deployed the Office 365 solution across SHAG and its subsidiaries.

I was Contact Center Operations Manager at Emeritus when it the company was acquired by Brookdale in 2014. While at Emeritus Senior Living I designed, built, and deployed the senior housing industry’s FIRST internal contact center. The new center generated $7M in annual revenue on a budget of $1.5M.After the acquisition I was asked to replicate the call center that I had built in Seattle at Brookdale’s home office in Nashville, Tennessee. As a result, I managed 28 call center agents in Seattle and 60 in Tennessee. My organization supported 1200 assisted living facilities in 46 states, handled 11,000 incoming monthly calls, 2,000 web-site leads and 200 web-chats. This increased building occupancies by 50% within 1 year.To support my staff and our clients, I wrote and maintained training material for the employee handbook and department Sharepoint site. I also implemented web service automation for routine processes which reduced average call waiting by 180 seconds. Although the call center industry average for staff retention is 74%, at Brookdale I maintained a 90% retention rate.My call center management also included negotiating and managing vendor contracts for telephony and ACD systems. Through effective management, I deployed a customized ACD system without impacting the customer or experiencing downtime.I was nominated by my team and awarded by the Brookdale CEO the Family Values Award for outstanding commitment to the organization, direct reports, customers, and families.Prior to my work as the Contact Center Operations Manager, I was the Telecom Lead at Emeritus (2009 – 2013). In this position I supervised and trained 4 telecom reps that supported 500 senior communities in 43 states. Additionally I wrote training materials and presentations to support the company’s 15,000 cellphones, improved installation and repair time by streamlining work processes, and negotiated/managed national vendor contracts.

As the lead, I supervised, motivated, and mentored a team of 10 people in the reverse mortgage department. Besides maintaining detailed documentation of reverse mortgage products and services, I provided outstanding customer service to both internal and external customers. My efforts in this area were recognized by Bank of America. I received the Spirit Medallion Award.Key accomplishments were: reducing processing time by 72 hours through streamlining processing procedures and authoring/implementing new department training materials.