George Spartz Email & Phone Number

Chicago, Illinois, United States

Lincolnshire, IL

• Spearhead enterprise customer service strategy for company-built mid-market business, growing from six to 22 clients in three years.
• Boosted sales by 71% through the progressive development of a new market segment and a mid-market customer service delivery strategy for workday payroll and cloud solutions.
• Reduced implementation fees by 50% and saved $800K in current cost structure. Enabled company to accomplish workday mid-market for workday payroll and health and insurance clients.
• Manage seven client managers and six project managers. Achieved SLA and KPIs for 22 clients within the workday payroll and cloud solutions group. Managed four Implementation Requirements Analysts (IRAs) in the payroll.
• Reduced implementation of service center technology by 20% for complex domains, such as phone, security, online tools, and training development/delivery timelines. Utilized extensive industry knowledge in fulfilling.

• Directed the Affordable Care Act implementation project that impacted every member and system within WellPoint (an AIM parent company) and AIM Specialty Health.
• Contributed to the consolidation of three systems essential for the enhancement of AIM Specialty Health: membership, application, and extraction.
• Led the implementation of a reference-based benefit-cost “shopper” tool for membership.
• Transitioned Medicare Advantage members to the enhanced cardiac program

United States

• Managed the responses to request for proposals (RFPs). Implemented 30 pre-paid card clients, including Chase’s largest unemployment client.
• Coordinated a client manager and business analyst team responsible for answering RFPs, client implementations, ongoing client satisfaction, and retention of 200 clients.
• Led the implementation of new systems for the payroll pre-paid cards with international monetary capabilities, and the upgrade of the pre-paid card customer website.

• Negotiated service-level agreements based on client contract objectives while handling a $7M budget.
• Implemented and managed the restructuring of customer service project managers from individual client teams to a centralized project management team. Improved scalability and efficiency while reducing staff by 20% and.
• Led the delivery of eight different benefits of clients through diverse teams of 15 managers and 200+ customer service representatives.
• Established operational efficiencies that secured SLAs and quality requirements for the eight clients. Outperformed quarterly and annual targets.
• Oversaw staffing and SLA requirements for the eight clients each year within five years of the completion of the annual enrollment.

• Formulated an enhanced client service inbound call routing system utilized during HR events. Saved $100K+ in previously paid contractual penalty fees and maintained a $250M contractual client relationship. Enhanced.
• Transitioned Retiree Medical plan options from annual to monthly, saving clients a total of $2M on AE costs.
• Instituted a dependent audit for 200K participants by leading the staffing, training, system development, reporting, operations, client relationship, and a $2M project budget.
• Managed four separate yearly annual enrollment (AE) projects for two clients with an accumulated budget of $10M per year, comprising recruitment, training, requirements, and technology.
• Regulated eight implementations in benefits administration for defined benefits, defined contributions, health & welfare, COBRA, and dependent audits. Outpaced all SLA requirements for each client.

• Developed a stock option hotline for 100K+ participants. Supervised project requirements, training, reporting, operations, and client relationships. Generated $1M in unbudgeted revenue.
• Pioneered the health and welfare implementation for a 220K participant client. Managed training representatives, operations, online tools, reporting, and client meetings.
• Facilitated three AE’s training, operations, reporting, and daily client meetings, ensuring efficient process flow

Managed a high production team that processed 265,000 customer inquires annually.Restructured sil-ed customer service department creating centers of excellence which resulted in a 30% reduction in staff while improving quality.Developed and piloted department Quality Improvement Process, which was subsequently, adoped company wide. Improvement proposals.