Responsible for multi-faceted outsourcing relationships with several state governments, national utility companies and well known tourist attractions. Executive oversight of HIPPA compliance, KPI’s and customer service objectives including Voice Of the Customer.

Manage relationship between Cox call center outsourcing partners and Cox internal care functions. Responsible for managing the performance of outsourcing partners to achieve Cox's business objectives and KPI's including but not limited to Net Promoter Scores, Service to Sales Conversion rates, FCR, ATR, QA standards and financial metrics.

Responsible for building and maintaining an environment of continuous improvement and service excellence across all global regions with call centers located in North America, APAC and CEEMEA regions. Develop and implement program objectives and enhancements; ensure currency and best practices to achieve key metrics and deliver results. Lead a variety of quality programs and assessments internally, with strategic partners, and through third party service providers.

Responsible for overall customer service experience provided to Sage customers through 3 call centers located in India, Philippines and the United States. Developed service model to achieve industry standard Support Center Practices (SCP) certification for six consecutive years.Developed, deployed and maintained Customer Satisfaction SurveyIncreased Customer Satisfaction Survey score by 35 points in 2 years.Effectively managed every aspect of successful transition for start up and growth initiative of off shore call center. Effectively developed and managed Executive Enterprise Client Escalation team which was responsible for expedited resolution and client retention.Increased Net Promoter score by 45 points in 2 years.Increased revenue by 3 million dollars annually by reengineering cross sale opportunities and reduced product/services return rate by 38%. Designed and implemented processes that maximized service tools and optimized productivity which resulted in decreased Average Handle Time by 3 minutes.Collaborated with executive management regularly to provide in-depth reporting of the client experience and address downstream client impact of sales strategies.Redesigned and monitored KPI's for sales and service call groups to established baseline stretch goals and ensure balanced performance measures resulting in improvements of 40% in overall staff performance.Provided enhanced management direction and staff development resulting in reduction of employee turn-over rate by 75% over 2 year period.

Business Retention and Development Manager Developed, implemented and maintain retention/sales servicing strategies for 3 satellite call centers for $8 Billion credit card portfolio.Directed retention activities for 4 supervisors and 80 representatives. Responsible for the development, implementation and tracking of corporate retention and sales strategy which resulted in increased customer retention save rate by 15%.Coached and developed retention and sales reps to exceed corporate goals.Partnered with Marketing to develop and administer revolving incentive programs to boost monthly retention save attempts by 25%.Increased receivables by $129 million by successfully implementing new sales strategies and incentives.Provided key representation on internal project teams, to include Quality Council and Portfolio Conversion Team.

Managed the daily team operations for 15 representatives, including providing leadership and career development.Maintained/exceeded service level objectives. Provided coaching and development to staff which included; monthly evaluations, facilitation of team meetings, yearly performance appraisals and salary administration.Analyzed daily and monthly performance reports to identify trends and performance enhancement opportunities.

Directed daily operations for call center staff included hiring, training and development. Ensured annual call center goals were met by developing operations strategies and performance goals. Coordinated hiring, training, and staffing of call center staff.Provided direction and feedback to Senior Call Center management on day-to-day operations and productivity of call center. Developed and implemented call center productivity and service levels goals based on staffing and seasonal volume trends.Managed new supervisor training program.

Managed a staff of 20 inbound and outbound collectors to exceed collections and customer service goals. Implemented and maintained Mosaix automated dialer system.Increased collection department receivables by $4 million in 6-month period. Maintained collections department bad debt reduction goals, quality assurance, call abandonment rates and retention goals.