We believe technology can be a powerful force for good. We are dedicated to helping drive positive social change through our work. We understand that our efforts make the world safer, and ultimately saves lives. This drives us to always find a way and never be satisfied.Sfara is solving for an industry in need of a paradigm shift.Today’s telematics solutions undoubtedly suffer from a stagnation of innovation. By using the talents of our team, some innovative thinking, hard work and collaboration with our customers, we have started to lead a radical change in the industry. Sfara creates enterprise value for our partners and enhance employee quality of life.

Providing Business Operations consulting services.

Upon the acquisition of Hughes Telematics by Verizon, was promoted to the role of Chief Operating Officer with responsibility for world-wide service delivery for all of our connected vehicle customers. Directed the activities of 17 contact centers globally and managed the sales and services of over one million customers. Lead successful efforts to improve customer satisfaction, increase first call resolution rates, and reduce the cost of services. Effectively managed services for fleet vehicles, after-market connected vehicles and vehicles connected through devices embedded by the OEMs. As a member of the Senior Leadership Team, coordinated product and system upgrades with members of the Operations, IT, Product Development and Marketing teams.

During the formative stage of this “green field” company, worked in conjunction with the leaders of the Finance, IT, Product Development, and Sales/Marketing organizations, to define and establish the order to cash business processes. Designed processes capable of sustaining the business model through multiple corporate clients with various Sales channels over diverse products and service lines that are capable of supporting millions of end-users. Developed formal requirements documents to support systems development. Supported pre-launch User Acceptance Testing validation of systems, processes and procedures on the production platform prior to the first end-user activated services.• Established and managed 7 out-sourced, specialized, bi-lingual call centers with a total over 200 agents to support the various aspects of the business including emergency support services, concierge, billing and general customer care inquiries• Created 4 internal centers for Tier 2 Technical Support, Dealer Support, and Escalations Management to support the launch customer Mercedes-Benz mbrace• Established and managed a formal Document Management Team to develop and maintain all center training materials as well as agent facing Knowledge Base articles• Directed the Order Entry and Provisioning teams in the activation of new customer accounts • Established and implemented formal Quality and Customer Satisfaction programs for all contact center operations teams • Provided logistical management for Quality and metrics for 3 Sales inbound / outbound centers• Directed billing operations and the Telecom Management teams

Responsible all activities associated with the installation and support of consumer, small business, and enterprise customers utilizing our DIRECWAY and HughesNet satellite Internet Services, or Hughes Personal Earth Station Services. Developed strategic plans to support extensive growth in the consumer services business and reduce costs within the enterprise service business.Provide guidance for the operation all customer interactions post-sale through six support organization Directors and Senior Managers. Organizational functions include coordination of technical support, field maintenance, billing support, retention, customer satisfaction/retention, training for field and contact center personnel, documentation development/maintenance, and metrics/analysis. Support centers include internal and outsourced Customer Contact Centers in both domestic and international locations. In addition, responsible for providing logistical support to an in-bound Sales call center. Negotiated new call center support contracts as well as contracts for a new IVR vendor and CTI services. Implemented process enhancements and automation including CTI screen pop to pre-identify callers to the agents, improved agent diagnostic tools, and improved customer self-help resources. These changes and enhancements resulted in the following improvements:• 82% reduction in contact rate per customer per month since 2001• 12% improvement in Customer Satisfaction during 2006• 39% reduction in customer churn in 2006• 11% reduction in Field Dispatch costs per customer during 2006 • Quarter over quarter reduction in support cost per customer since 2001Implemented formalized Quality Assurance programs for Installation, Field Service, and Customer Service. Linked Customer Satisfaction (CSAT) Program to the QA program and developed a performance based incentive program for the team.

Responsible for the development and implementation of world-class processes for all customer facing, post-installation service and support organizations. Functional organizations include the Customer Service Call Center, the Billing Research Team, the MACD (Move, Add, Change, Disconnect) Team, the Strategic Accounts Team, and the Executive Escalations Team. Directed the implementation of changes in the Call Center processes that resulted in the following:• 27% reduction in Average Call Handling Time• 66% improvement in Average Speed of Answer• 12% improvement in Customer Service Level• 4% increase in the percentage of calls handled• 9% improvement in first call resolution These improvements were accomplished with no additional staffing in support of a 24% increase in contact volume. Implemented a Pay for Performance bonus program that provided incentive for top Customer service Representatives based upon qualitative and quantitative metrics. Worked closely with the vendor management team to enhance the relationship between the organizations and improve the efficiency of the center.As the manager over the Strategic Accounts Team, managed the “single-point-of-contact” representatives for Teligent’s largest and highest profile corporate customers. Ensured 7 X 24 support and managed to the Strategic Account Service Level Agreement with our customers. Reviewed and approved Sales Team requests to modify those accounts entrusted to the Strategic Accounts program. Initiated efforts to document the processes and systems utilized by the team to ensure consistency and improve the level of proficiency within the team. Retained over 97% of all accounts assigned to the Strategic Accounts program.

Reported to the Vice President of Customer Service with responsibility for customer satisfaction in all matters pertaining to MCI WorldCom’s local telecommunications service offerings nationwide. Provided support to customers on a 7 X 24 basis coordinating repair and dispatch efforts. Maintained call center service levels at 99% of inbound calls answered within 24 seconds with an average speed of answer under 2 seconds and an abandonment rate of less than 0.2%. Implemented “Pay for Performance” programs down to the customer service representative level that directly links monthly rep quality, productivity, and reliability to cash bonuses. Instituted an internal quality monitoring function utilizing call and computer activity recordings to provide feedback to service center personnel and enhance training programs presented to the representatives. Utilized business process modeling techniques to provide detailed input for the development/enhancement of the software systems and processes necessary to provide efficient and effective handling of customer reported service issues. The process models also provided insight into key metrics to monitor for statistical analysis of center performance.Directly interface with customer executives to identify critical customer service attributes as part of proposal development and ongoing customer satisfaction improvements. Handle all executive escalations concerning repair issues and provide root cause failure analysis to customer and Account Teams, as requested. Reengineered the post-implementation customer service model to re-align corporate processes and systems toward a more customer-focused process. The project involved cross training customer service representatives in multiple centers to handle all products and services, reallocate resources by market segment, and relocate/re-assign customer service personnel from smaller centers into the Super Centers.