I manage a team that is responsible for the risk auditing strategy for Credit Card Operations at Discover. This team handles everything from the creation of new risk audits, to the reporting, and finally the remediation of these audits. The team is split out into the three groups below:The first group includes five Intake SME's who process new requests for risk audits to gather the required information to create targeted audits. We work cross functionally in an agile environment with our development team to ensure timely releases of audits.The second group consists of three reporting analysts who are responsible for the reporting and analytics of our Customer Experience Office. They provide metrics, forecasting/staffing recommendations and trending results for the auditing teams. They also provide trending data for our quality, risk and complaint audits through Tableau for all of Credit Card Operations. The third group is one manager and eight specialists who do root cause analysis on underperforming risk audits. They work with business partners and process owners to implement solutions to reduce risk and enhance the employee/customer experience.

I managed a team that was responsible for reporting, analytics and remediation of risk audits for Credit Card Operations at Discover. The team was split out into the two groups below:The first group consisted of three reporting analysts who were responsible for the reporting and analytics of our Customer Experience Office. They provided metrics, forecasting/staffing recommendations and trending results for the auditing teams. They also provided trending data for our quality, risk and complaint audits through Tableau for all of Credit Card Operations. The second group consisted of one manager and eight specialists who did root cause analysis on underperforming risk audits. They worked with business partners and process owners to implement solutions to reduce risk and enhance the employee/customer experience.

I managed a team of 20-25 quality listeners who were responsible for delivering quality listening results to over 2000 frontline agents. We hosted multiple calibrations weekly that involved front line agents up through SVP's and headquarter partners. The purpose of these calibrations was to gain alignment on what the customer experience should sound like while uncovering ways to enhance the employee/customer experience.

I managed a team of 15-20 agents that had consistently high results. I was responsible for the team’s performance, engagement and development. I won multiple awards for my teams’ business results and had one of the highest employee opinion surveys.

I was responsible for coaching a team of 15-20 agents to deliver superior customer service. Within this role, I drove consistently high results on the team and won multiple awards for performance. I led focus groups to help deliver insights to our headquarters partners on a new recommended call flow and collaborated with them in making training materials for this new department.