Reporting to the SBU GM, responsible to leading the US based support center supporting sales, customer support, technical support and warranty administration. • Reduced operational net cost per contact 15% through improved agent efficiency, elimination of third-party providers and establishment of a customer effort mindset which reduced overall center tasks.• Sourced and implemented a Global enterprise telephony and workforce management system providing the organization with increased customer visibility, reduced customer effort and increased agent utilization.• Developed and implemented Global support center KPI’s for US, Canada, EMEA and APAC. (cost per contact, average talk percentage, customer abandonment rate, employee and organizational net promoter and customer effort)• Created and coordinated the roll out of three companywide surveys; employee net promoter (ENPS), customer effort experience survey (CES) and the redesigned net promoter score survey (NPS). ENPS delivered a score of 72, NPS of 58• Restructured SBU support center training initiatives to create a one stop support center delivering an increase in customer first touchpoint resolution 8% within first six months.• Business Process Owner to incorporate newly acquired Robotic Comoany

Responsible for leading the inside sales, customer support and technical services team to deliver $60MM in EBITDA.• Increased sales growth 11% ($6MM) in EBITDA attainment through leading and implementing the S&OP demand planning imitative which right sized inventory and allowed for just in time sales of heavy attachments.• Assembled organizations first VOC survey which was delivered to end contractors and the heavy equipment dealer network. Net Promoter increased from 49 to 61 over first year of consumer insights.• Restructured multiple inside sales locations which lowered operational costs while increasing productivity (12%) which also assisted in delivering the NPS results.• Recommended and launched multiple Kaizen initiatives and business projects to increase on time delivery. Accurate promise dates and on-time delivery increased from 73% to 95% in six months.

Responsible for Contact Centers in North East Ohio through Upstate NY consisting of 5 Virtual Locations. Grainger contact centers deliver a people first approach which allows empowerment to drive the customer experience.• Implementation of an email management system to centralize fax and email order entry to meet aggressive customer first service levels• Established Process improvements to create team member efficiencies around individual metrics and team goals• Member of National cross functional team to establish organizational service excellence

Reporting to the VP of Global Supply, led the customer service and sales support operations for over 850 field sales representatives and all consumer direct interactions. • Directed four direct report managers for a 100-seat contact center for over $300MM in sales, customer support and product technical support (Virtual location in Canada).• Reorganized a seven separate call center department organization into a one-stop shopping experience. Reduced operational expense 15% and increased organizational capacity.• Created, deployed and benchmarked organizational KPI’s resulting in reduced customer abandonment rate by 20%, reduction in wait time of 200% and first call resolution of 15%.• Doubled P&L responsibility from $2MM to $4MM annually through department reorganization and delivering multi-function support experience through merging of disparate call centers.• Delivered 20% organic sales growth through development of an Inside Sales team for new customer acquisition.