Edwin Moore Email and Phone Number

Successfully manages the Contact Center Service Portfolio (ACD/PBX, VOIP, Call Recording, CTI, IVR, Predictive Dialer, Web sphere, ODBC Connectors, Skill-based Routing and Call Flow design) for all Executive Agencies for the State of North Carolina. Challenge: Deliver a total integrated Self-Service Speech Recognition IVR Application, Predictive Dialer system and CTI application for Employment Security Commission (ESC). Results: Transformation of a manual unemployment filling system to a Self-Service Speech Recognition Unemployment filling system integrated with CTI and Predictive Dialing to enhance the end-to-end customer experience. Successfully lead the project team to plan the engagement, develop the project/work plans, timelines, risk assessments and other project document to delivery two new unemployment applications utilizing ITIL foundations. Challenge: Deliver a total integrated Self-Service IVR Application, Call Recording System & CTI application for Child Support Enforcement (CSE). Results: Implementation of the new IVR system integrated with the mainframe and CTI application to transform the old application to an end-to-end Self-Service solution. Successfully lead the project team to plan the engagement, develop the project/work plans, timelines, risk assessments and other project document to automate the end-to-end business process utilizing ITIL foundations. Challenge: Deliver an Enterprise Call Recording System. Results: Implementation and integration of an Enterprise Call Recording/Quality Management system to enhance the customer service process. Successfully lead the project team to plan the engagement, develop the project/work plans, timelines, risk assessments and implement the end to-end solution for all State Agencies utilizing ITIL foundations.

Successfully managed 434 employees (15 supervisors, 354 FTE & 65 PTE) and directed a $2.3 Billion Airline ground operation daily.Challenge: Developed a strategic operation plan and staffing matrix necessary to support 247 flights dailyResults: Successfully exceeded management performance measurement of 95% on-time flight performance and Seven (7) aircraft damages per year [our station on-time flight performance was 99% on all flights and the team had Zero (0) aircraft or equipment damages]. Ensure all team members are train and know all standard practices required by ASA, FAA, the U.S. Postal Services and Department of Transportation. Selected to close the DFW hub and promoted to manage the Kinston regional airport.

Successfully created an operation plan, budget and staffing matrix necessary to implement new strategic directions for the entire Southwest division ($20 Million budget, 45 FTE and 9 states). Delivered, implemented and integrated IVR, CTI, Call Recording, Video Conferencing, Predictive Dialer, LAN, WAN, Wireless, Infrastructure Cabling and ACD/PBX solutions to the public and private business sectors. Challenge: Ensured the division was successful and profitableResults: Streamlined and transformed operations which created additional opportunities from existing contracts, improved the sales process, increased both customer loyalty/satisfaction and profit margins which turned around operations from potential closure to $2.1 million in profitability in 6 months and drove 270% increase in revenue to $8.9 million annually by winning new contracts. Increase net operating profit from $0 to $3.9 million through reengineering processes, reorganization and new business.

Progressively managed Information Technology and Operations for the Mercedes-Benz Credit Automotive division.Challenge: Transform the Mercedes-Benz Credit corporate culture to a team environment Results: A new empowered team environment that allowed employees to be innovated, creative, influence solutions and drive initiatives to give the company the competitive advantage. Ninety-five percent of employees transferred to better positions. One member became a team leader and another went to one of the largest Mercedes-Benz dealership in the U.S.A to become the IT manager. Challenge: Develop a common IT Strategic Plan & BudgetResults: Integrated individual regional IT plans and budgets into a common IT strategic plan and budget ($15 Million) that would allow the division to meet its annual goals. In additional, help the entire division become more efficient, reduce operation expenses and put in place a long-term IT strategy for the automotive information technology department. Challenge: Call Center Consolidation (Applications/Processes/Infrastructure/Technology)Results: Implementation and integration of all call centers throughout North America into one new state-of-art Customer Service Call Center (1000+ inbound/outbound seat center) for Mercedes-Benz Credit. Transformed into the reduction of operational expenses by consolidating all customer service, collection, remarketing and back office functions into one facility. Challenge: Seek synergies between Mercedes-Benz Credit Corp. & Chrysler FinancialResults: The consolidation of business operations, customer service and IT. Reduce operational cost, enhanced customer service, sharing of technology and improved cultural relationship between to different companies.