Darin Phillips Email & Phone Number

Winter Garden, Fl, Us

Dispensing advice to startups/tech/game/entertainment, delivering presentations, and writing books on how to handle tricky people issues, how to dramatically improve employee and customer experiences, how to lead teams and organizations, how to do talent management right, how to measurable improve employee engagement, and how to effectively incorporate diversity, equity, inclusion and belonging best practices into your organization.• Consulting assignments: 40 HR/talent management advice clients/47 DEIB advice clients in 2021, 30 HR/35 DEIB clients in 2022, 6 outplacement clients and 3 AI startup clients in 2023• Published two books in 2021: 'Asking For A Friend' (top requests for DEIB advice during 2021) and 'Impacting People Decisions' (interesting requests for HR advice during 2021) based on https://www.darinphillips.com/advice clients; and one book in 2022: 'Your Career Adventure Workbook' (a proven process for finding a great new job)• Designing a robust toolkit for diversity, equity, inclusion, and belonging professionals - join the Diversity, Equity, Inclusion, and Belonging Executives LinkedIn group (https://www.linkedin.com/groups/12461249/) to access these resources• Paying it forward by coaching individuals on their job search - 14 LinkedIn articles published in 2020; 9 LinkedIn articles published in 2022 (start with https://www.linkedin.com/pulse/why-do-we-still-have-recruiters-darin-phillips/) • Designed and launched a robust talent management software product in 2004 (https://github.com/DarinPhillips/people-prodigy) and a job search prep app in 2023 (https://github.com/slvdrcln/Career-Adventure-Workbook)

Built a small organization to teach others how to be even more successful. Our books are based on my IP for Rabbit the Dog and her universe.• Taking advantage of many years of social work, training, coaching, and leading to write stories that will help kids of all ages make better decisions - 11 books published in 2020, 3 in 2021, 12 in 2022 • 4 mobile games designed and launched in 2022• Developing, testing, and selling card, dice, and tabletop games

Miami, Florida, Us

Head of Sales, Marketing, Operations, and Human Resources for a start-up that automates the creation and management of virtual desktops and Windows apps in Google Cloud Platform. • Built the brand - including vision, strategies, and messaging; completed industry analysis that led to positioning, marketing, PR, and sales approach; drafted processes, playbooks, and collateral• In first five months, average deal ARR increased from $2,556 to $14,169 (avg 24 seats to 179 seats per deal); MQLs increased from 5 to 12 per week • Revised and mapped sales process, including the development of a detailed SOW• Revived 13 "lost" deals by creating a role and OKRs to drive execution• Built position profiles and leveraged them to source, attract, select, onboard, and train new hires• Selected and managed the Applicant Tracking System (ATS) and recruiting process• Designed and delivered training for all non-technical areas• Took over deal negotiations and approvals (all contracts and licensing)• Defined clear objectives and held weekly accountability meetings• Monitored and coached AE and Engineer to improve outcomes• Drafted and launched email and call campaigns to nurture quiet accounts and improve GCP outreach• Defined use cases for key verticals and built pitch decks

Coral Gables, Fl, Us

Led the teams focused on knowledge, performance, engagement, marketing, communications, customer experience, innovation, and digital transformation.Employee Experience• Revised new hire curriculum in late 2018 improved call monitoring scores for new hires from 90.1% in Dec to 95.0% in Mar and outbound promises kept from 60.5% to 71.9%• Selected and launched a new learning management system to support streamlined content delivery to front-line staff• Built a database of FAQs as a performance support tool for employees, improving handle time by 12% and first call resolution by 10%• Transformed marketing team from disengaged processors to accountable creatives with business acumen• Transformed operations trainers from subject matter experts to professional trainers and performance consultants• Sourced, attracted, screened, selected, and managed early-career high potentials that were constantly promoted into other areas or related companiesCustomer Experience• Executed the 2019 communications strategy and plan, resulting in increases of 16% in website registrations, 15.5% opt-ins for email, 14% opt-ins for paperless, and 47% opt-ins for text for prime customers from Jan to Jun• Spearheaded design, development, and launch of a robust website that enabled self-service-immediately reducing calls by 18% in one month (which moved abandonment from 15.6% to 5.1% and ASA from 57 to 25 seconds from Dec to May)• Designed and implemented a complaint management system and program; segmentation of the complaint data and bi-weekly root cause analysis meetings reduced complaints per loan by 90% each year• Multivariate A:B testing resulted in response improvements for several key letters• Developed conversation guides based on customer personas• Segmented customers and designed landing pages, how-to guides, and online videos-reducing call and correspondence volume

Coral Gables, Fl, Us

Transformed HR by focusing on the employee experience.Employee Experience• Created an analytics and insights program for leaders-including data covering unscheduled time off and voice of the employee pulse surveys segmented by org, site, season, vintage, training, performance, etc.• Won every litigation and arbitration case and passed every regulatory and client audit• Focused on the candidate experience as headcount grew from 1,010 to 1,891-including online reputation management, transparency in job posting and interviews, journey maps through the first 90 days and surveys at friction points-resulting in a 21% decrease in time to start and a 3x boost in time-to-productive• Improved hiring practices led to an 83% increase in productivity• Completed research on factors impacting employee engagement in 2011 and designed an assessment to identify gaps, then built communities of employees to co-create solutions for each gap that they had influence over; applied for Fortune's Best Places to Work in 2012 and earned Great Rated! status• Applied CX principals and practices to HR by creating employee journey maps, voice of the employee surveys (as well as exit surveys and stay surveys), and facilitated critical incident methodology to find out what was truly important to HR's customers• Developed behaviorally-anchored rating scales (BARS) to measure employee satisfaction with HR (3.6 in Jan to 4.2 in Nov)• Designed high potential rotational programCustomer Experience• Designed the Reputation Management Council to monitor each Bayview company's online reputation, identify and resolve customer complaints, and launch customer-centric initiatives• Designed and managed the project plan to develop a new company, Lakeview Loan Servicing• Actively addressed customer concerns by eliminating fake Facebook pages, meeting with the local BBB franchise, and contacting Yelp reviewers• Collaborated on the design and launch of a new company, Silver Hill Funding

Coral Gables, Fl, Us

Took ownership of HR & key initiatives as the company reorganized following the securities market disruption.Employee Experience• Established customer-centric employer brand in 2010 by translating the company tenets into BARS (reduced time to complete annual reviews by 80% and compliance with completion rose 37%) and building BARS for the servicing brand• Built customer journey maps for the servicing organization in 2009 that identified employees were the greatest friction points so position profiles were created for all key front-line positions and their managers, created C-SAT surveys and call monitoring guidelines based on BARS built from critical incident methodology results, and designed new incentive plans and KPIs for each position- training time reduced by 25% on average and time-to-productive dropped by 30 days• Designed and delivered training using research into heuristics and cognitive bias to help employees handle calls more effectively in 2009Customer Experience• Collaborated with the head of each department in the crafting of CX KPIs in 2010 and established a competition to gamify, resulting in a 37% increase in call attempts and right party contact, and after holding leaders accountable for the C-SAT and call monitoring scores, those rose from 62.2% to 75.2% in 90 days• Built customer personas for servicing in 2010 and converted into conversation trees with next best action based on goals and pain points• Took over management of marketing in 2009, defined servicing's voice and look/feel of collateral, added persuasive language to 120 letters and wrote new letter campaigns (first contact dropped from 59 to 40 days), drafted 'sales scripts' for the call centers, and built pitch decks for potential clients in partnership with McKinsey• Selected in 2009 to be the liaison for four rating agency reviews and a developing industry lobby called Hope Now• Worked as the servicing client's ombudsman to develop service level agreements with each bank

Coral Gables, Fl, Us

Applied organizational development skills to the creation of an employee experience and customer experience program.Customer Experience• Gained executive buy-in to what was most important to customers through critical incident methodology leading to a brand refresh and new go-to-market strategy• Drove operational transformation by capturing the voice of the customer, which resulted in process improvements that dropped criticism from 46.94% to 13.33%• Implemented Net Promoter Score-projects drove NPS from 6.40 to 8.78 in six months• Mapped the customer journey to facilitate experience design projects and operational excellence, including variance in underwriter diligence, service recovery, and collateral for customers to use with their clients• Documented customer personas so that all communications could more effectively align with the target audiences• Selected new CRMEmployee Experience• Created executive buy-in for what was most important to employees using critical incident methodology, then devised a pulse survey using BARS based on those results and Silver Hill's mission and values, which became the foundation of the people strategy and plan (change management and communications strategy and plan to upgrade talent and reflect the face of the customer through diversity, inclusion, and belonging)• Trained leaders to build position profiles based on objectives, activities, and competencies to improve sourcing, attracting, selecting, and onboarding/training new hires• Drove insights and created visibility (and gamification) via 'operational excellence' dashboards that reduced cycle time-reached $100MM in closings 3 months ahead of plan• Introduced Gilbert's Behavioral Engineering Model across all three originators to define how the organizations should look during reboot• Facilitated Lominger's Cultribute™ assessment and Voices™ multi-rater assessments to evaluate leaders at all levels-including individual development plans, succession plans

Miami, Florida, Us

Hired to bring the shipboard brand standards shoreside and ensure consistent, on brand messaging across the enterprise. Managed 25 trainers and quality assurance specialists that ensured our customers and potential guests received world-class customer service from knowledgeable and skilled employees. Designed and executed competency-based sourcing and selection tools for shore side operations, led a complete overhaul of new hire training, selected the LMS, and designed and launched the first performance management system based on the balanced scorecard concept. Designed the leadership development rotational program and directly managed the 20 program members. • In 2005 RCL was Frost & Sullivan's Call Center of the Year and my boss was ICMI Call Center Leader of the Year • RCCL reduced booking errors by 76%• Agents sold larger staterooms for more money (7% increase in revenue per agent)• Agent accuracy steadily increased in both contact centers from 71% to 89%, resulting in fewer call-backs (17% decrease in Wave 2006 call volume without a decrease in sales)• Contact centers were able to maintain higher service levels with fewer employees• Travel Partner loyalty survey results were above 97% on average• In 2006 when RCCL hired Accenture I moved into IT as the Business Change Management lead

Mundo Strategies was a talent management software-as-a-service and consulting start up that automated the development of competency-based job profiles, employee assessment, high potential ‘fit’ and ‘readiness’ reporting, and leadership development tracking using Lominger’s Leadership Architect® and other competency models. Brand manager for the competency-based HR software, including localization for North and South American markets, brand vision and strategy, market intelligence studies, product positioning marketing and sales playbooks based on channels, and measuring market penetration and financial results. As one of the company’s original principals, I hired and trained the staff that implemented and trained customers on the use of the system in Canada, Colombia, and the US. For our client’s boards of directors, I was personally responsible for strategic C-level succession planning, managing and executing executive 360° feedback, and delivering executive developmental coaching.• Grew sales of consulting and software domestically and internationally from $0 to $500K in the first year exclusively through referrals from satisfied customers • Recruited away from Mundo by a satisfied customer to work with one of their clients, Royal Caribbean Cruises Ltd

Recruited to transform PQS from a lubricants company to a consumer products company. • PQS’ CEO credited the cascading performance management system with helping the company finally turn a profit and attracting a buyer (PQS demanded a premium of nearly $8/share, 150% higher than the current price, when Shell Oil Products US purchased the company)• Through my competency-based talent management system, PQS successfully integrated Medo, Axius, and Rain-X and leveraged their leaders to successfully transform the corporate mindset from lubricants to consumer products and to increase the diversity of the senior leadership team• Effectively met the needs of the 9,000 globally disbursed employees of this Fortune 500 company with a team of only three direct reports and a budget of $2.4MM

Performa Solutions was an OD and training startup that specialized in leadership and collaboration skills development using experiential learning, action learning, and Lominger’s Leadership Architect®. As one of the original employees, I sourced, selected, trained, and managed the OD and leadership development consulting staff and 30 contract trainers serving hospitality (Hyatt, Woodlands Resort & Conference Center, The Houstonian, Moody Gardens, Grand Casino Coushatta), retail (Kroger, Fiesta Mart, HEB), and energy / oil and gas (Shell, Exxon Mobil, Williams/Transco, BP Amoco, Texaco) clients.• 80% of revenue came directly from my repeat customers• Nominated for the Association for Experiential Education’s Practitioner of the Year by clients, competitors, and direct reports four years in a row• Over 20% of the employees and contractors that I brought to Performa and trained eventually moved on to lead training and OD teams

Counseled at-risk youth and their families, designed outdoor awareness program, and built large volunteer staff for the challenge course.

I specialized in experiential training solutions using portable activities and ropes/challenge courses to increase team effectiveness. I also provided leadership and personality assessments (MBTI, FIRO-B, In-Q, I-Opt, Strong Interest Inventory) and leadership training and coaching.NOTE: I kept Ulmer & Associates alive online until November 2002 to source clients for Performa Solutions. In May 2002 I created a new website and resumed consulting as DarinPhillips.com.