I'm currently involved in many critical day-to-day operational functions with a primary focus on training, coaching and development, and client success.

My most recent role was Director of Operations at Aline, a SaaS startup that supports the senior living industry by offering a full suite of subscription-based CRM software that streamlines the operational aspects of running senior living communities. I oversaw the sales and service contact center integration of three companies under a single new brand. I drafted and delivered on quarterly contact center Objective and Key Results (OKRs) that aligned to organizational goals. I also collaborated with executive leadership and vendors to select and introduce new contact center technology designed to improve efficiency and overall quality. I was instrumental in coordinating the rollout of workforce management software and agent assist software.

In this role I oversaw the contact center transition from on-site to fully remote. Post-transition, I developed new agent training, coaching, and feedback methods, agent and supervisor/team performance tracking, and staffing models. In addition, I was in charge of the day-to-day operations of six contact center sales and service teams using Five9 telephony. I managed contact center hiring and staff development for both front-line and management staff, in addition to numerous client-facing responsibilities. I developed and maintained strong and trusting client relationships with VP and Regional Director level contacts, conducted site visits, delivered on client satisfaction and success goals, and addressed concerns in an effort to expand client product portfolios. I delivered onboarding presentations for new contact center clients both in person and virtually to set product and service expectations. Additionally, I conducted bi-weekly client temperature checks with the Client Success Management/CSM team to gauge client satisfaction from different perspectives.

As a Team Lead I led a team of 13 salespeople who supported the senior living industry through handling inbound and outbound calls, chats, and emails. and was responsible for their overall performance through coaching, feedback,and development and maintenance of job aids. My team was responsible for the overall satisfaction for 8 clients and 155 communities using our suite of subscription-based CRM software. In this role, I addressed and resolved client concerns, generated weekly client reporting using data extracted from Power BI, and successfully onboarded a large new client within one month of hire. I improved team performance within 90 days by collaborating with the Training and Quality Assurance teams to establish and coach to quality benchmarks. I oversaw multiple client product and community expansions and positively influenced collaboration among contact center leadership and across the organization.

I led a technical support team of securities licensed agents who supported large clients who had questions about processing their payroll files. In that role I led the Call Center, Quality and Training, Ticket Research and Response, and Payroll Bridge teams in Greenwood Village and Milwaukee.Restructured agent training program by formalizing training materials and delivery. These changes reduced training timeline by 2-weeks and reduced staff turnover by 10%. These changes also resulted in improved post-training agent knowledge, performance, and overall job satisfaction.Revamped the existing call quality program by focusing on specific, measurable agent behaviors enhanced with feedback in bi-weekly one-on-one coaching sessions, self-evaluation, monthly manager calibration, peer side-by-sides, and discussion of individual and team performance in relation to department KPIs.Increased number of days meeting or exceeding service levels by 15% by acting on analysis of historical Avaya CentreVu data, agent KPI analysis, and Verint Workforce scheduling data.My team exceeded quarterly contractual service level objectives by 5% and call quality objectives by 15% for high-profile Institutional clients through enhanced agent training and reference materials, skill staffing and strategic call-routing strategies.

I managed the overall performance of the Milwaukee Participant Service Call Center. In 2004, I took over the team of 10 employees and built it to ~100 agents, assistant managers, and managers. I created and managed an average annual operating budget of $5M. I partnered with the Workforce Management team to coordinate and forecast current and future staffing needs.Developed and implemented agent training and resource materials and established a dedicated on-site call center trainer, resulting in consistent training delivery and a 25% increase in FINRA licensing success.Led a multi-site effort to implement one-on-one coaching, resulting in a 20% increase in call quality and a 10% reduction in informational and financial transaction processing errors.Coached and counseled agents and managers in order to produce excellent results in performance, staff retention and career growth, job satisfaction, and succession planning.Built relationships with colleges and universities to create consistent pipeline of talented candidates, attracting and retaining high-quality staff through outstanding compensation and career path opportunities.Developed participant after-call survey which provided management with agent-specific performance metrics as well as a real-time measure of client satisfaction.Performed the duties of Supervising Principal for the Milwaukee call center, ensuring team compliance with FINRA regulations.

Managed a team of 10 Account Resolution analysts who processed financial corrections at both a participant and a plan level. I implemented ‘automatic assignment’ of AR Tickets to evenly and fairly distribute the work across the team.

Managed a team of 10-15 Retirement Representatives who handled inbound calls for our Government lines of business. Was responsible for all aspects of managing the team including staffing, call monitoring, tracking individual statistical measures, coaching, and delivering corrective action as needed.