David Rose Email & Phone Number

United States

Gurnee/Chicago Il

Restructured leadership roles and responsibilities in underachieving department to create greaterimpact on its success. This includes decreasing escalated customer issue response time. Managed CS team that fielded over 750,000 of role-specific inbound volume along with additionalSales department overflow totaling over 274,000 inbound and 61,000 outbound calls. This wasaccomplished by maintaining cross training as well as daily manager oversite of manpowerdistribution Made the recommendations and managed the change of hours of operation on three differentoccasions. This was done to better align staffing with call volume in order to better serve ourcustomers without increasing overhead. Worked with Executive team to create an Emergency Response process. In instances of criticalimpact to our customer base, there was previously no standard process in place to communicatewith affected customers and manage incoming call volume. This process addressed how tohandle these critical cases along with implementing reporting to examine total impact and assessany necessary next action steps. Created bonus change proposal by working with historical data. The proposal was able to increasethe average payout while dropping participation. This kept the bonus pool within less than 2% oforiginal plan. Implementation was approved. Involved in the creation of a new QA program for reps across all departments. Responsible forsuccessful implementation and continued coaching and development for Customer Service. Made staffing recommendations based off of historical call volume and success achieved withhistorical staffing and with average attrition rates taken into account.Worked with our Telco team to create emergency contact line for the representatives.Responsible for creation and analyzation of weekly department reporting used for review with theExecutive team. Created new strategies based off of areas of opportunity.

Gurnee Il

Successfully managed production activities so all loans were processed by ACH cutoff times. Worked with Dev group to create automation to increase productivity. Major projects includedautomation used to verify paystubs. This decreased the volume of customers processed in LP by 15-20 percent per day.Managed documentation of and training on production procedures and work instructions. This was changed and updated as needed in our internal intranet. Responsible for creation and analyzation of weekly department reporting used for review withExecutive team . Created new strategies based off of areas of opportunity. Implemented performance, quality and efficiency measures to achieve aggressive productiongoals.Verified that all process control parameters were being documented and followed at all times. Thiswas accomplished by putting auditing measures in place specifically looking for processes beingfollowed.

Greater Chicago Area

Managed call center from an initial start-up to purchase by a publicly traded company. Effectively managed manpower for high-volume of inbound and outbound customer calls whilestaffing lagged behind phenomenal growth. Pitched and spearheaded the creation of a new department. The Sales team was started toincrease focus on lead response time and conversion. The team grew from 2 reps to 45 within 18months. The team is now over 100 and is a major revenue generator for the company. Analyzed call volume and average call time to monitor Customer Service Representativeperformance and productivity. Looking for outliers as it pertains to call handle time, Allowingmanagers to address and coach said outliers.Identified the need for reporting that captured Loan Processing production per hour and conversion per rep. Department reporting created to capture all processing including amount of loans left unprocessed per night.Created Sales reporting to capture amount of contacts per hr/day and conversion by rep and group. Oversaw Maintenance department responsible for all payoff and extension transactions. Dailyvolume that had to achieved was prioritized and met. Developed all process controls and metrics for daily management of the Call Center. Trained allmanagers on how to use this information to coach representatives not meeting goal. Oversaw all training creation and implementation.