Ed Fennell Email & Phone Number

Manhattan, New York, Us

Oversee all consulting activities associated with DI’s Customer Experience Optimization Model that entails deep dive assessments into an organization’s People, Processes, and Technology. A strategic and remediation road map is developed to address opportunity gaps with best practices in organizational structure/culture, hiring/onboarding, training, quality/performance mgmt., workforce mgmt., workflows/handoff protocols, underperforming/missing KPI’s, and technology (i.e., channel offerings, intelligent routing, CRM, speech analytics/AI).

Washington, Dc, Us

Leader of the Patient Access Center that includes a Provider and Patient contact center and Coverage Access Specialists providing strategic reimbursement consulting to Hospital and Provider systems to drive market adoption.Key contributor to the transformation to an industry-leading Patient Access Program model that led to a 24% increase in the client base with a 16% increase in revenue.

Farmington, Ct, Us

•Leader of 350-person operations team overseeing member, provider, and pharmacy contact centers, claims administration, enrollment, premium billing, QA, training, and vendor management supporting Commercial, Individual, Obamacare, Medicare, and Medicaid LOB’s •Upgraded KPI’s based on customer defined expectations and deployed new Call Management platform, speech analytics, and agent optimization software resulting in market leading NPS scores (+23 vs. nearest competitor’s +10), and Medicare’s highest 5-star customer service rating. •Migration to new claims platform increased auto-adjudication rates from 45% to high 80’s enabling a >45% reduction in processing staff. •Increased staff engagement and cross-functional accountability by establishing a company-wide Six Sigma Lean program that revitalized and sharpened customer focus.

•Hired to revamp the Quality Program utilizing Voice of Customer data, quality trending, and applied best practice methodologies for Sampling, Scoring, Calibrating, and Coaching. This refocus/retooling of their QA program enable the plan to meet their goal of being in the top 5% of Blue Plans for member satisfaction and first call resolution!

•Led the contact center implementation strategy for Affordable Care Act to ensure operational readiness for the anticipated membership growth in Anthem’s 14 state footprint. •Accountable for this enterprise-wide start-up that entailed the reopening of two sites, the hiring and redeployment of 1,200 reps, the development of workflows, hand-off protocols, capacity modeling, recruitment plan, hiring criteria, training curriculum, and quality programs.

•Leader of a multi-state/multi-site 750-person member services function servicing Group, and Individual LOB’s for the states of California, Colorado, and Nevada.•Normalized performance by increasing rep. availability (20% +) encompassing call handling efficiencies and transfer protocols, and creating communication forums to stem mix-messages and to better connect staff to strategies that revitalized engagement.

•Responsible for building awareness and securing trial subscriptions for this start-up in the Healthcare insurance vertical.

Pittsburgh, Pennsylvania, Us

•Leader of 450-person member service/operations team overseeing member and provider contact centers, claims administration, enrollment & billing, appeals, vendor management, facilities, QA, knowledge management, and Training.•Increased “Top Box” loyalty scores by 30% employing Voice of the Customer analytics, and natural language processing to identify/address process and experiential pain points.•Reduced average call time by 18% utilizing speech analytics to identified call drivers, process and knowledge gaps that increased First Call Resolution, and satisfaction.

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Leader of a 900-person, $36M multi-site unit supporting all telephone-based customer service and back room operations for consumer business lines, credit card, retail loan, and electronic banking processing groups.Constructed Virtual Telephony Command Center that boosted productivity and speed of answer 15% and cut toll-free charges by $750K through real-time call routing and dynamic load balancing.Surpassed industry benchmark for customer satisfaction by 10 points with 92% overall rating through implementation of quality scorecard framework and incentive/recognition programs.Generated $4M in savings through IVR optimization and profitability-based customer rebate/refund program management initiative that led to development of profitability modeling/pricing strategy.Launched new revenue stream, Merchant Check Verification Service, that garnered > $500K in new fees while migrating calls to IVR and reducing operating costs.Infused Total Quality Management (TQM) to attain customer-centric focus as Corporate Quality Steering Committee Member and Executive Sponsor for 20+ continuous improvement teams.

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Responsible for the overall sales development for 52 branch offices. Established and implemented the strategy to increase cross-selling activities through sales and motivational training, incentive and recognition programs.

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Accountable for the sales and overall operation of a branch banking office.

Responsible for the intake and management of matching children from single parent homes to adult volunteers.