Promoted from Supervisor Inbound Sales and Care to Lead Analyst role to address and resolve customer and shareholder complaints escalated by internal and external business partners. Interact with customer via phone conversation and in-person to address issues, identifying root cause and expediting to appropriate department or company as required for proper resolution. Deliver optimal support for customers to ensure their overall satisfaction. Partner with CenturyLink officers, Public Utilities Commission (PUC), Better Business Bureau (BBB), Federal Communications Commission (FCC), Attorney General and outside media agencies to manage complaints. Build and maintain strong cross-functional relationships to communicate complaints, providing guidance on resolution and how to mitigate the risk of future issues. Initially served as a front-line leader responsible for managing inbound sales and service calls from customer base. Provided coaching and supervision for team members on customer service and problem resolution. Developed and tracked key performance indicators (KPIs) to identify inefficiencies, implementing corrective action plan, including additional coaching and training to ensure optimal performance.

Contributed to the overall leadership of a 250-seat customer care and administrative processing center with full accountability for leading investment transactions and services division. Provided strategic oversight of operational functions, including workforce planning, customer service, risk management, multi-site coordination and process development. Partnered with other managers to identify operational issues, introducing new strategies to drive continuous improvement. Built and managed a team of 10 direct reports. Tracked and monitored KPIs and quality assurance metrics, ensuring attainment of 98%+ processes accuracy. Spearheaded the introduction of process for improving resolution response rate, reducing turnaround time from 4 business days to 24 hours. Conducted performance evaluations on all team members, providing coaching, mentoring and support to drive improvements in staff engagement and performance. Led the Communication Dialogue Committee, providing monthly education training workshops. Collaborated with leadership at other sites to direct a project focused on improving use, efficiency and compliance of new companywide telephony technologies; supported the system rollout by providing training for team members and creating an employee resource guide. Implemented a walk-in service room for visitors to enhance the overall customer experience, leading to improvements in customer loyalty, satisfaction and retention.

Provided strategic leadership of operations within 400-seat call center, directing a staff of 6 direct reports. Partnered with executive leadership team in facilitating operational assessments to identify and resolve key issues through ongoing process improvement. Monitored and analyzed KPIs, identifying challenges, trends and inefficiencies in performance to ensure optimal customer service and support. Drove the overall improvement of operations through employee development and engagement, quality control, team coaching and cross-functional collaboration. Fostered a working culture focused on providing enhanced customer experiences to deliver positive results. Oversaw the management of 4M local and long-distance accounts and inquiries regarding billing, payments, credits and service orders. Managed HR functions, including developing staffing models and leading the recruitment and onboarding process to ensure adequate resources for supporting workflow demands. Introduced initiatives for upselling and cross-selling products, yielding a $6M annual revenue increase. Achieved 93% service level while maintaining Average Handle Time (AHT) of 320 seconds. Developed and implemented incentive programs for team members, resulting in significant improvements in staff engagement, productivity and performance. Established goals and expectations, providing ongoing coaching to ensure optimal performance across operations.

I directed a team of 40 agents, handling ~70,000 commercial accounts, including overseeing payroll (Kronos) and time-keeping for all employees, scheduled shifts, vacations, and out-of-office time, delegated responsibilities, mentored and coached employees for future opportunities, and reviewed employee productivity (weekly, monthly, and annually) to determine bonuses.