• Establish the vision and provide servant leadership for a Next Generation Contact Center scrum team, migrating over 700 CSPs to the Genesys telephony platform, handling over 500k calls within a six-month period.• Partner closely with business leaders and stakeholders to ensure optimal solution design aligned with business goals and objectives.• Introduce next-generation customer service capabilities to address key pain points, creating simplified service experiences and increased satisfaction scores, such as Net Promoter Score and Ease of Doing Business.

• Partnered with the Customer Digital team and US Businesses Service leadership to define an enterprise digital adoption strategic framework.• Led all Operations aspects of the $2.2B sale and transition of the PALAC legal entity to Fortitude Re, overseeing a Third-Party Administrator operational model creation for 300K contracts, delivering $27M in annual administration fee revenue.• Drove the digital rebranding efforts related to the PALAC sale across all Prudential platforms, improving customer and financial professional experiences. • Created new Individual Life Insurance concierge service offerings for internal sales and key 3rd party distribution partners that differentiated Prudential as a carrier of choice. • Developed and drove the Annuities Future of Work transformation portfolio that delivered $3.5M of annual cost savings.

• Led the Annuities Transformation Bottom-Up Planning (BUP) exercise identifying $60M of incremental cost savings and revenue growth, outperforming the target by over 600%.• Crafted and rolled out a refreshed Annuities Service Strategy, ensuring all associates within the organization connected with our vision and were inspired to action.• Spearheaded multiple customer-obsessed continuous improvement efforts centered around reducing overall friction within processes and increasing our ease of doing business quotient.

• Served as Chief Scrum Master for the PruSmartTrak program, the first Annuities led Agile program, consisting of 6 scrum teams and 4 business enablement teams.• Supported Annuities’ Agile adoption by providing viable solutions for the foundations of an Agile practice.• Co-created ‘best in class’ agile collaboration spaces, providing environments that facilitate innovative ways of working.

• Delivered the $15M Department of Labor (DOL) Fiduciary Rule program on time and 25% under budget. The DOL program consisted of 8 separate workstreams and roughly 150 team members.• Instituted a two-tier governance structure for the DOL program, enabling timely communications and accelerated decision-making. • Implemented a prospectus content management tool, resulting in $700K annual vendor cost savings.

• Identified product and infrastructure changes needed to launch Pru Inside based on competitive market and field intelligence.• Supported internal partners to define necessary changes to support Pru Inside while ensuring adherence to product specifications and business model.• Partnered with business owners, subject matter experts, and other project team members to drive business requirement definition and suggest sustainable solution options.

• Led a national team of Contact Center Analysts responsible for providing cross-functional process and data analysis. • Managed the wind down of the Northeast Customer Contact Center operation and membership migration to United Health Care. Additionally assigned as the Operations project manager for the Medicare membership transition to United Health Care.• Designed and implemented a Service Defect Quality Program that lead to over $600K savings in rework, reduced repeat calls, and improved claims turn around time.• Designed and led the roll out of a reward for performance, “New Hire Tiered Salary Program” that resulted in an annual savings of $900 per new hire and reduced new hire attrition by 5%.• Developed, implemented, and managed a “first of its kind” national, cross-functional Quality Control process for all Medicare member materials and mailings. This process was viewed by CMS Auditors as a “Best in Class” model.• Supported all facets of project lifecycle management for Health Net’s internal Contact Centers (roughly 1,000 seats across 3 locations - Shelton CT., Los Angeles CA., and Sacramento CA.).

• Led the successful implementation of Health Net’s first, full-time Telecommuting Program. This program resulted in a savings of $500K and ultimately had over 100 North East associates, from three separate business units, working remotely from home on a full time basis. Due to the success of the North East project, this program was also expanded to the Western region operation.• Oversaw the roll-out of a self-paced and web-based keyboard training tool designed to increase keying speed and accuracy. • Accountable for the creation and management of a cross-functional team responsible for all customer inquiries and escalations associated with our Consumer Driven Health Plans.• Convinced Contact Center management to implement a new agent efficiency metric (Wrap Efficiency) that led to a reduction of average handle time and improved the customer experience.• Responsible for ensuring that all Contact Center projects are implemented timely, within budget, and in accordance with customer needs.

Involved in both the Varsity and Junior Varity programs where my chief responsibilities were on the offense side of the field. Under my tutelage, the 2003 & 2009 Nighthawk teams were among the highest scoring offenses in the state with over 14 goals per game average. In 2002, the Nighthawks finished as the Division II State runners up falling one goal short to Joel Barlow. During my tenure with Newtown, the Nighthawk program has won 3 SWC Conference Championships (2002, 2003, & 2009) and has produced 1 two time Collegiate Division III Honorable Mention All American, 1 High School All American, 5 All State players as well as over 50 All SWC Conference players.

• Part of a small team selected to perform an on-site SWOT (strength, weakness, opportunity and threat) assessment of a 3rd party vendor responsible for a managing a key product line. We were able to achieve a significant operational turn around that brought us into regulatory compliance and dramatically improved overall customer service.• Created, analyzed and monitored new, routine and ad hoc Contact Center reports for trend identification and analysis purposes.• Proactively sought out areas of opportunities to improve the overall efficiency of the Contact Center and organization all while enhancing customer experience and satisfaction.• Created data and process system flows for both process improvement and new system enhancement initiatives.

• In March 2004, People’s Bank sold its Credit Card Division to the Royal Bank of Scotland. Employment and years of service were transferred as part of the sales agreement.• Represented the Contact Center on the sale transition project team. Responsibilities included oversight and coordination of the physical relocation of the department, facilities design and space planning for new location, conversion to new ACD and IVR telephony systems, as well as the implementation of a new quality monitoring system.

• Through KPI analysis, intra-day staffing, queue and agent prioritization analysis assisted Contact Center management with achievement of service level obligations and productivity goals.• Responsible for the administration and maintenance of forecasting, staff capacity planning and scheduling processes for inbound, outbound and back office areas.• Participated in and led projects in the discovery and implementation of new and existing Contact Center technologies related to resource and staffing, reporting, call routing and overall Contact Center efficiency.• Assisted in on-going education and training of the Contact Center management on effective methods and tools for running efficient, high quality business units.• Coordinated seating plan and scheduled training, meetings and vacation time for 200 employees to ensure optimal Contact Center performance.

• Performed full functionality testing of the Credit Card BUI (Browser User Interface) and online Systems to certify the quality of all enhancements/fixes prior to their release into both the QA and Production environments• Assessed end user and business requirements and authored detailed specifications for new functionality• Interfaced directly with system programmers and developers to resolve system issues identified during testing• Composed comprehensive test scripts to ensure proper functioning of system enhancements• Implemented new methodologies to consistently improve testing efficiency and quality• Trained end users how to: properly access and utilize the system’s new enhancements, analyze results and recognize system limitations