Eric Carroll Email & Phone Number

Radnor, Pa, Us

Radnor, Pa, Us

Lead the day-to-day operations of the Call Center in Radnor, PA, Providence, R.I., San Diego, CA and remote associates. Direct the implementation and execution of the Client Support Strategy centered on the client experience, process improvements, building workplace culture, developing leadership and management skills to increase production, and enhancing the rep experience. Manage the daily production from the Client Support phone, digital (email and chat), and Help Desk reps. Conduct weekly meetings with Workforce Management, Training and Tier 2 to maintain focus on queue performance, schedule optimization, customer satisfaction scores (CSAT), issue resolution and client experience. Identify and address training needs based on call monitoring, survey results and process updates.Lead and manage the Tier I department to ensure key performance indicator goals are met; completing 2021 with 543,464 calls, which is an increase of 5.4% over 2020. Provide successful leadership and direct management of six Supervisors (Phone, Email & Chat) and 81 Phone associates. Digital business with eleven reps responded to 50,640 emails for 2021 and completed over 61,605 chats for 2021. Established record benchmarks for email, chat, and phone production after leading Tier 1 for 4 months. Accomplished by focusing on supervisor leadership and coaching, development plans, QA monitoring, root cause analysis, developing a culture built on mutual accountability with clear and concise communication as well as reward and recognition. Performance records span July – October 2021:• Increased CSAT by 5.5% from 91% to 95%• Increased Issue Resolution by 6.9% from 87% to 93%• Increased Service Levels by 5.33% from 75% to 79%• Decreasing Not Ready time by 42% from 9 minutes, 43 seconds to 5 minutes, 37 seconds.• Decreasing Average Handle Time (AHT) by 21.9% from 15 minutes, 49 seconds to 12 minutes, 21 seconds• Increased First Call Resolution (FCR) by 3.4% from 88% to 91%

Richmond, Virginia, Us

Led the day-to-day operational excellence of a staff of 25 Intake Specialists, known as the “first impressions team,” established as point of first response for potential clients seeking legal advice and/or representation for Personal Injury. Oversaw all new case inquiries. Provided feedback and consultation for clients. Developed and implemented a standard intake process centered on trust and confidence to enhance the client experience. Implemented a comprehensive approach for the intake process comprised of setting the tone for the introductory process with initial call received from prospective client(s), reviewed legal questionnaire to determine if client(s) met the company’s legal criteria and if criteria was met, transitioned the case to the intake specialist for further action. Trained the Intake Specialist on active listening, engaged to build a relationship, assume the sale(s), one call resolution and closing with confidence. Collected, analyzed, and interpreted intake data to lead the team and analyze the impact on the firm. Responsible for departmental performance standards and results. Promoted and attained a high-level of results for clients by gathering and collecting accurate information to include gathering of documents and information to assist with moving legal cases forward to trial or settlement. Had to leave company to care for aging parents.Contributions:• Reduced existing caseloads from 424 in October 2020 to 147 in March 2021 (188% reduction).• Improved client questionnaire accuracy by 35% from October 2020 to March 2021.• Improved quality metric scores from 89% in October 2020 to 93% in March 2021 (4.5% increase) as a direct result of implementing a systematic approach to streamline the intake process and incorporating measures to analyze accuracy and effectiveness of the client information and experience.

Paris, Île-De-France, Fr

Managed 212 associates on the Telesales platform and 200 associates on the Operations platform. Built a Reward and Recognition program for two groups to create a culture of excellence, teamwork and achieving KPIs. Provided a three-part strategy to improve overtime performance while maintaining appropriate coverage for high call volume intervals. Responsible for staffing phone associates and leadership charged with engaging and educating Medicare eligible customers on the options that are available to them for sale. Built out the site plan and staffing projections on the Telesales and Operations sides of the business. Directed working relationship with clients to establish routines and best practices to improve efficiencies through routines and/or technology innovation, identify gaps, encourage more engagement and a plan to exceed customer expectations. Worked with associates to establish an effective and successful study plan to prepare them to take their State Health Care exam. My team was dissolved due to Covid issues.

Washington, Dc, Us

Led operational capabilities that optimized production and productivity through the consistent utilization of Salesforce and customer engagement strategies across all levels of the organization. Implemented and instilled an “Inbound and Outbound” sales focus which drove revenue and attained sales goals which strengthened business relationships and partnerships. Inaugurated and led the management build out for the Richmond, Virginia, Washington, DC and Glennville, GA sites. Improved Profit &Loss performance. Provided guidance and leadership on sales presentations, contract negotiations, recruiting, hiring and technology advancement within each of the sites. Provided critical feedback to clients to improve the overall customer and associate experience. Led the improvement of the Contact Center culture based on collaboration, ownership, learning, agility, and service excellence. Collaborated on strong and versatile “Inbound and Outbound” call strategy to exceed goals and uncover future business opportunities. Empowered the teams to work on a plan to improve the client/customer experience. Collaborated with other leadership on associate engagement ideas to promote positive organizational change. Re-engineered the human capital retention approach to create an environment that offered developmental opportunities for associates to include training opportunities, career development and a team-centric environment. Contributions:• Reduced quality errors by 35% by creating an individual quality team to work with and coach managers and associates.• Reduced employee attrition by 21% from 2016 to 2020.• Customer satisfaction scores from 87% in 2016 and 97% in 2019 (top customer satisfaction score prior to 2016 was 84%).• Improved overall “Schedule Adherence” from 60% to 98% from 2016 – 2018.

Charlotte, Nc, Us

Developed and oversaw the strategy and execution of the omni-channel rollout of Voice, Email and Chat for consumer banking deposits and consumer bank credit cards. Responsible for equipping thirteen team managers to manage the daily operations for a 260 person Contact Center (grew from a 120 person contact center within 10 months). Fostered strategy-focused training and mentoring for all associates to achieve customer success KPIs, professional sales services production goals and support services teams focused on consumer product saturation per household. Led the efforts resulting in being chosen as one of two sites selected for the Apple partnership and launch of “Apple Pay.” Associate Engagement champion for the national customer contact centers by building a culture of trust, mutual respect, appreciation for diversity and inclusion and an unyielding commitment to achieving and exceeding goals. Created and implemented innovative associate cross-functional training between voice associates, email and chat associates to control the issue of absenteeism.Contributions:• Coordinated team processes to optimize services, leading to increase of 20.5% in answered calls between 2015 to 2016.• Exceeded budget expectations by achieving 3% to 5% below budget every year (2011 – 2015).• Increased Associate Satisfaction scores from 72% in 2011 to 91% in 2015.• Overall contact center grew from a quality score of 86% in 2012 to 98% quality score in 2015. • Established innovative associate training for voice and chat support, steering performance improvements. • Attrition never exceeded 6.12% from 2009 to 2015. • Improved overall “Schedule Adherence” from 88% to 91% from 2013 – 2015; 91% to 94% from 2015 – 2016.• Improved “CPH” (Calls per Hour) from 7 to 10 from 2013 – 2015; 10 to 14 from 2015 – 2016. • Customer satisfaction scores above 92% every year with the highest being 96% in 2015.