Donald King Email & Phone Number

Culver City, California, Us

Vancouver, British Columbia, Ca

Oversaw the global support of Kabam's AAA mobile titles, including Marvel Contest of Champions and Disney Mirrorverse. Refined the organization's support philosophy and communicated our focus on providing Timely, Accurate, and Consistent support to keep our players in the game. Worked with our senior leadership team to define and track our core KPI's.Improved company-wide visibility to the player support organization through regular business reviews and ad-hoc presentations. Ensured the success of our player support efforts through the global Covid pandemic and subsequent move to a remote at-home workforce.Drove sustained cost savings through the migration of our CRM platform from Salesforce to Zendesk.Improved operational efficiency by restructuring to an issue-based routing model.Improved median resolution times by implementing live internal consultations for global agents via Slack.

Vancouver, British Columbia, Ca

Redwood City, Ca, Us

Provided support to players through a variety of social media platforms including Twitter, Facebook and EA's in-house player community, Answers HQ.https://www.facebook.com/EAHelpHub/https://twitter.com/EAHelpManaged Social Support and Player Engagement teams in Austin, Texas and Galway, IrelandOversaw the launch and evolution of the Social Support organization, focused on identifying and addressing technical and account issues received through social channels. Assembled and refined core KPI’s for the team. Hired and on-boarded three team managers.Managed the Austin “ICE” team, responsible for engaging with players on social channels to drive positive player sentiment.Drove improvements in the employee “Team Health” survey, focusing specifically on communication, empowerment, and career development. Implemented a rewards and recognition program to award top performers in the organization.Collected feedback from stakeholders around EA on the effectiveness of our engagement teams.

Redwood City, Ca, Us

Led the global team responsible for addressing support escalations and inquiries from parties including EA executives, consumer protection agencies such as the BBB, and legal entities. Through the resolution of these issues, the team also conducted root-cause analysis to identify and mitigate the source of problems in order to drive better quality and efficiency across the entire CE business.Defined core competencies to form the basis of individual goals and performance measurement.Aligned process, communication, mission and identity between ER/CR teams in Texas and Ireland.Implemented enhanced case tracking and reporting for all issues worked by this team. Maintained aggressive 24x7 SLA’s for response to escalations from the CEO and Executive Team Members. Partnered with EA University in growing the WWCE Hero Academy immersion program into a global roadshow to be delivered to every EA employee worldwide.

Redwood City, Ca, Us

Managed the daily productivity and quality of frontline phone and live chat support teams in the Austin contact center. Directed the "EA Legends" work-from-home program, supporting 50 advisors in remote locations, while building the long term strategy for program sustainment and growth. Customer satisfaction and utilization for these advisors exceeded corporate goals.Organized and ran the WWCE Hero Academy, an immersive program that allows top studio and company executives to gain first-hand exposure to the customer support business. Hundreds of EA employees went through the program within it's first year.Addressed contact volume and challenges through the launch of several significant EA titles, including Battlefield 4, Sim City, Dead Space 3, Crysis 3, as well as volume surrounding the launch of the Playstation 4 and Xbox One consoles.Grew the organization significantly through intensive interviewing and onboarding of new advisors and managers. In partnership with other WWCE teams, worked to evolve the organization through a number of key initiatives, including: leadership training and development, improved contact routing, enhanced reporting, DSAT analysis and mitigation and quality assurance.

Irvine, Ca, Us

Directed the daily operations of the 250 seat Irvine contact center and partnered with other global sites to achieve consistency in the player support experience.Telephone support improved from hour-plus hold times to an average speed of answer in less than two minutes.Email service levels for player response improved from over a week turnaround to less than four hours. Business critical contacts are answered within 30 minutes.Participated in the support of two of Blizzard’s largest title releases in its history: World of Warcraft: Cataclysm and Starcraft II: Wings of Liberty. Service levels returned to pre-launch levels several weeks sooner than prior releases. Introduced an efficient model of performance-based tier progression to ensure viable career paths within CS.Worked closely with other Blizzard departments to identify and transition top talent to other areas of the business. Since January 2010, over 130 CS reps transitioned into roles in Game Testing, Administration, Game Development and nearly every other area of the company.Drove improvements in the annual employee opinion survey through improved management and HR engagement, enhanced efforts in managing change and more transparent communication. Introduced a “Customer Service for a Day” program designed to provide an interactive CS experience for all Blizzard employees to gain exposure to the player support business. Directors from the CEO down to members of every game development team participated.Led an effort to improve technical support in the CS business through improved recruiting, training, scope clarity and skills based routing. Collaborated with Human Resources in the launch of a global rewards and recognition program.Conducted pilot programs and focus groups to investigate opportunities for improvement in CS, including up-sell opportunities and player retention strategies.

Cupertino, California, Us

Managed the daily operation of the iTunes customer support teams in the Austin site.Grew the organization from 60 agents to over 250 within 6 months. Email turnaround time improved from over 90 hours to less than 12 hours. Customer satisfaction improved from a low of 33% to over 85%.Implemented Apple's first pilot team of home-based support agents. The success of this program has led to wide adoption of home-based teams across other groups throughout AppleCare.Promoted a consistent and positive vision for departmental goals through large format meetings with existing staff, as well as presentations to prospective employees. During the 2008 holiday season, grew our home-based workforce to 70 employees, including Frontline, Tier 2 and iPhoto support agents.With the launch of the iTunes Wi-Fi Store for the iPhone, trained over 80 of our existing email agents for telephone based customer support. Project was fully scoped, developed and implemented within 30 days.Participated in numerous improvement initiatives, including the retooling of existing reporting and email environments, customer satisfaction and quality programs.Worked daily with our outsource vendor partners to ensure consistency of performance and quality across multiple sites.In 2008, oversaw the rollout of live chat support for both external customer support, as well as internal consultations, resulting in significant gains in customer satisfaction to over 95%, improved agent efficiency, and the delivery of more accurate reporting data.In 2009, undertook a rotational Vendor Manager role to assist in the ramp-up of two new iTunes outsource sites in Charlotte, North Carolina and Antigonish, Nova Scotia.In December 2009, partnered with the AppleCare quality team to retool the existing contact evaluation process, and to roll out sweeping changes to cross-site calibration and individual employee assessments.

Cupertino, California, Us

Management of Macintosh support teams of up to 40 direct reports. Completed a 3 month full-time rotation in February, 2005 focused on globalizing AppleCare management’s queue monitoring processes, laying the foundation for what has become a global real-time coordinator program across all AppleCare sites. Awarded a site excellence citation and an iBook G4 in 2004 for outstanding performance in my role as a team manager. Won a PowerBook G4 in 2000 for producing an original film depicting the diversity and culture of the AppleCare contact center. Closely involved in the planning and execution of global AppleCare and site-wide events, as well as sales incentive programs. In 1999, re-established a frontline support presence in the Austin contact center. Within the first year, the organization grew from zero to over 100 phone agents.Conducted screening and hiring of new employees through contract agencies as well as direct interviews and on-campus recruitment. Developed employees at all stages of progression within the organization, from new hire training through Help Desk and Enterprise organizations.

Cupertino, California, Us

Principal contact between the contact centers and Apple’s monitor repair vendors. Responded to daily customer service and quality issues, and assigned specific cases to various Apple organizations for resolution.Communicated display service strategies to call groups in Austin and Sacramento in the form of round table discussions. (250+ agents were directly addressed).Analyzed monthly customer satisfaction data for trends and opportunities for program improvement.Worked closely with Apple’s Global Service and Supply Chain as well as other service groups to identify and exploit opportunities for improvement in the monitor repair experience.

Cupertino, California, Us

Specialized in end-user support for Apple computers and peripheral products including monitors, scanners, digital cameras, ink jet and laser printers.Developed and delivered comprehensive and specialized training on peripheral products for newly hired phone representatives as well as seasoned phone personnel.Conducted peer call monitoring for quality assurance on technical support calls.Progressed from Tier 1, to Technical Service Provider Support, and ultimately to the technical Help Desk.