Created monthly forecast, Inbound, Outbound, and Email volume across multiple lines of business (PayPal, Venmo, Xoom, Working Capital, and Credit products) in North America, EMEA, and ROE areas. Created, developed, and managed team of RTM and WFM Analysts. Established, maintained, and presented statistical data reports to executive leaders for KPI’s in all markets (Inbound Abandon Rate, 3-5% and SL of 90%+.) and led daily production of KPI's to goal. Generated all new hire schedules for inbound and outbound agents, in-house and BPO's ensuring alignment with billable monthly hours. • Reversed a history of substantially inaccurate short-term forecasts (30-50% above actuals) through implementation of more frequent data analysis and communication with leadership; Within 6 months, forecasts were within 5-10% variance from actuals and headcounts were reallocated to eliminate overtime. • Established monthly attrition assumption report to review headcount against capacity planning requirements; Based on analysis, recommended overtime or agent re-assignment needs to hit department production goals and realized an annualized savings of $370k+.• Attrition due to schedule assignment less than 1% through consistent schedule review/rotations, and recommendations for hours of operation changes for some markets.• Integral in collaboration with business continuity planner and global teams to produce Business Continuity Plan (BCP) that guides WFM, RTM, and Forecast teams; Led annual tabletop exercise scenario. Honors/Rewards: Earned frequent personal and team recognitions for process development, documentation, and production improvements. Recognized and rewarded as Valued Employee of the Year.

Hired, trained, supervised, and motivated collection agents, senior agents, and team leaders. Cultivated communication skills to facilitate resolution of difficult situations and mitigate human resource issues. Utilized as point of contact for multiple departments including Limitations, Disputes, Customer Service, Risk, and PayPal Audit. Partnered with Risk and Audit teams for proactive analysis of agent and account holder experiences and adherence to department policies.• Continuously partnered with dialer administration and workforce management groups to maximize productivity and improve staffing levels through system efficiencies; Achieved most inbound and outbound department monthly goals during my tenure.• Developed RTM process for credit and negative balance collection departments. Inbound SL improved to 90% and ACW goal of 60 seconds established/achieved.• Participated in a bi-monthly meeting with overseas vendors and North American teams from multiple departments to reduce mis-transfers through knowledge improvement and agent coaching opportunities; Reduced mis-transfers between departments by 10%. • Sought by manager to formulate global business continuity plans for collections departments (none existed); Within six months, architected 2 comprehensive plans vital to mitigate a disaster and became a mentor for peers in future BCP planning. Honors/Awards: Spot award for development of disaster recovery business continuity plan for credit and negative balance collections department. Achieved benchmark status on 180 Pulse survey results from direct reports two consecutive years.

Applied a customer-centric approach in interactions related to account status, contractual requirements, and mitigating financial challenges to bring account current. Oversaw team productivity and performance in a high-volume call center environment. Built lesson plans to improve loss mitigation and speed of service with an emphasis on advancing prompt problem resolution, service quality, and brand loyalty. • Improved promise to pay results 11%, promises kept 8%, and average dollar 9% through negotiation, proposal, and confirmation techniques; Consistently meet or exceed delinquency goals. Routinely participated on Kaizen projects:• Customer Service Department: Analyzed IVR interval volume to evaluate transfer rates between departments. Implemented system and agent procedure changes reducing unwarranted call volume between departments. • Collections: Developed lesson plans to improve loss mitigation. Agents in various delinquency workgroups became calibrated with technique and improved speed of service to handle higher volumes as needed. • Regularly reviewed dialer strategy and staffing capacity to maximize customer contact; Analyzed and moved account volume to prime time calling in each region to reduce number of accounts in late-stage delinquency.