Strategic leader in change management with a proven track record of driving transformative initiatives in customer service operations. Successfully built and scaled customer care contact center operations at The New York Times, integrating onshore agents and nearshore partners to redefine and elevate service standards. Demonstrated expertise in:• Change Management: Led complex projects to implement new technologies and processes, streamlining workflows and enhancing operational efficiency.• Customer Experience Optimization: Developed and executed strategies that significantly improved key metrics including Customer Effort Score, Quality Assurance, and Service Levels.• Cross-Functional Collaboration: Partnered effectively with QA, Training, Workforce Management, and Product Teams to address customer trends, drive employee development, and boost customer retention.• Cultural Transformation: Championed initiatives that fostered a culture of excellence, collaboration, and psychological safety, empowering agents and leaders to thrive.• Operational Performance: Managed P&L margins while driving continuous improvement efforts and innovative solutions to achieve organizational goals.

Direct comprehensive operations of a countrywide claims call center and its more than 300 employees handling over 2M calls each year, delivering world-class customer service to policyholders, agents, strategic business partners, and external stakeholders. I routinely engage in strategic planning, leveraging data analytics to develop and implement initiatives that optimize customer satisfaction, loss control management, expenses management, employee development, and retention. I also establish and cultivate a proactive service culture prioritizing customer and agent calls above all other work and providing swift resolution. Key accomplishments include:• Spearheading budget management, monitoring and analyzing report to measure team and individual contributions and KPIs, transforming the lowest performing operation into the company leader and awarded highest honor for Operational Excellence in 2019.• Creating an operational development program for new hires, existing customer service representatives, and Leaders, focusing on core competencies, and shared behaviors that drive results, improving speed to proficiency by over 30%.• Leveraging a redesigned leadership development program implementing the GROW Model for coaching, and the continuous improvement management system, driving greater employee engagement and improved business outcomes at an accelerated pace.• Conceptualizing and leading the Inclusive, Diversity, and Equity strategy embraced across the Allstate Claims organization, developing vision and guiding principles and creating a roadmap to elevate workplace culture and empower an inclusive voice for over 14K employees.• Capitalizing on Employee Impact Groups to drive inclusive conversations, identify talent strengths, and initiate mentoring and professional development opportunities.

As Senior Operations Manager, I collaborated with executive and senior leadership to develop and deliver the Claim Strategic Plan for Shared Services designed to achieve organizational objectives in loss cost, customer experience, and efficiency. I efficiently coordinated a team of senior leaders, HR partners and front-line leaders to help install a new claim handling operation, to improve customer value, slash expenses, and facilitate change management across the organization. I frequently led small and large workgroups, fostering a collaborative environment that inspires and motivates employees while maintaining positive working relationships with employer groups, brokers, and customers. Moreover, I engaged with Customer Experience leaders to leverage technical capabilities providing direct access to customer feedback, service scores, and other pertinent information to enhance problem resolution and address customer concerns at all levels. Key accomplishments include:• Partnering with Finance and HR to identify and achieve ambitious staffing goals through creation of new job profiles for leadership and front-line positions, closely following guidelines established by the Living Wage and Good Job Institute.• Capitalizing on data analytics, emerging technology, and strategic relationships to enhance customer engagement and streamline claim handling processes and eliminate nonvalue tasks.• Efficiently resolved customer escalations at the executive level, working with customer experience associates to install best practices to minimize pain points.

As Change Enablement leader, I spearheaded cultural transformation of the Claims organization, collaborating closely with Executive and Senior Leaders, and consulting partners to help Allstate achieve near and long-term goals. I routinely created change management content and workshops, fostering an understanding of the need for change and empowering leadership to promote the three phases of Continuous Improvement Management system, including readiness, deployment, and sustainability. Additionally, I deployed Change Agent teams countrywide incorporating the 12 tools of the Continuous Improvement Management System to streamline processes, implement standard operating procedures, and positively impact employee and customer experiences. Key accomplishments include:• Effectively recruiting, developing, and leading a team of 50-70 Change Agents, leveraging the Continuous Improvement Management System to drive ongoing success and sustainability.Engaging with learning and development partners, integrating continuous improvement methodologies into new hire training to strengthen Claim organization• Installing the CI Management system across multiple offices with over 5k employees leveraging the system.• Ensuring that Customer Experience, and Employee Engagement increased consistently and significantly across all locations within 60 days of installation.• Successfully implementing the Enterprise Problem Solving Platform allowing for customer experiences, process improvement, and technology concerns to be efficiently identified, escalated, tracked, and resolved.• Influencing companywide collaboration, increasing accountability and creating a shared vision of problems at the enterprise and front-line levels, leading to millions of dollars in cost savings.