Customer Satisfaction/Office of the; Interacts with Senior Executive team members in the areas of process improvement and management.Enhances and designs CSAT/OCEO policies and procedures, including setting goals, standards and benchmarks to evaluate staff performance.Implements continuous process improvements for claims handling to increase productivity, NPS, customer end - to -end experience, and profitability.Develops and implements accurate forecasts and financial models.Responsible for strategic planning, tactical planning, and operational success.Determines what modification and improvements of company-wide programs, best-practices and policies to meet the needs of customers and share holders.Works with cross-functional teams to determine direction and growth proposition of CSAT/OCEO.Evaluate reports, decisions, and results of department, recommends new approaches, policies, and procedures to effect and sustain continued improvement in the efficiency of the department and services performed.Provide ongoing feedback to Senior Director and VP to assist in policy creationSupports and champions organizational change initiatives. Quickly applies new ideas to adapt to changing work demands.

Re-aligned Nashville team based on organizational needs that led to an enhanced vendor/customer experience, reduction in headcount and created career progression opportunities within the team.Responsible for the overall enterprise - wide Vendor Relations functions for the Roadside Assistance Product. Develop and implement standard policies and procedures to govern critical vendor relationships.Lead the Vendor Relations team, staff of two direct reports and several indirect reports across the multiple sites within the organization.Project Sponsor/Lead over Lean Six Sigma projects which yielded forecasted savings of 400k annually.Re-allocated responsibilities across the enterprise that streamlined processes and improved efficiencies. The re-allocation resulted in potential savings of $200k annually.Serve as a point lead for cross-functional agreement between Call Center Operations and IT, and the Roadside Assistance Process Review/Re-Engineering.Increased percentage of vendors' certificate of insurance (COI) with an aggressive campaign requesting vendors provide current COI documentation. It resulted in a reduction of Asurion's liability as a result of vendor complaints and accidents in addition to a reduction in insurance premium payments totaling approximately $180k annually.Revised Vendor Call Acceptance Reward Program aligning expected vendors' call acceptance against actual vendors' call acceptance and benefit to Asurion. The revision resulted in savings of approximately $100k and a 20% increase in vendors' call acceptance.Re-allocated Houston Vendor Support positions; . Moved positions to sites that handled the majority of the work. The restructuring of positions saved Asurion approximately $65k annually.

Developed and delivered business vendor consulting recommendations, analysis and service improvement strategies. Managed performance of vendors, evaluated competitive vendor environment and recommended marketing response.Managed the Field Support Representatives team, 1 direct report including associates, and the administrative functions. Monitored contracts and negotiated rates with providers staffing more than 250 contract employees. Administrated human resources policies in call center operations.Project Lead, delivered Unloaded Vendor Mileage Audit Project ahead of ROI schedule, generating savings of over $153k.Residual savings realized over life of project. The project results promoted operational efficiencies, accurate vendor payments, reduction in claims processing delays, reduction of claims rejected, expedites claims follow-up capability.Project Lead, Online Electronic Claims Web Site Project generating savings of over $400k. Residual savings realized over life of project Implementation of the web site resulted in reduced claims processing costs, reduced costs, reduced cycle, increased quality and competitive parity.Led Auto Fax Dispatch Project Team generating savings of over $702k.Residual savings realized over life of project. The results have been improved service to auto club members/clients, increased member/clients satisfaction and member/clients retention.Service Level Management Project generating annual savings of over $745k dollars. Residual savings realized over life of project. Vendor service gaps were identified and service levels improved by the existing network vendors or non-network vendors were contracted in place of existing network vendors to provide service to auto club members/clients.Working knowledge of PC operating skills: MS Software (Word, Excel, Power Point and Outlook, Project)