I was responsible for the North American based support for multiple online service brands. My teams handle contacts in multiple channels (phone, email, chat). My key responsibilities include hiring, training, operational performance, and management of front line staff. During my tenure, my team has won a place in the top 3 of Newsweek's 'America's Best Customer Service' list in the Online Dating category for two consecutive years as well as improved our overall CSAT by over 10% through the improvement of our call center reporting and revamping our entire quality assessment process.

I was responsible for the operational performance of multiple call centers supporting multiple clients in a BPO environment. Key responsibilities include training, operational performance, and management of front line staff and support staff for multiple different accounts and clients. I reviewed call center statistics, workforce planning, and client metrics to develop processes and plans to ensure improved and sustained performance. I also provided strategic and tactical direction for management and call center employees to ensure operational expertise and optimal financial performance. During my tenure, my teams achieved consistent performance on customer KPI metrics and internal P&L profitability.

I was responsible for the overall relationship of a multi-million dollar client. In this role, I supported organizational growth by providing strategic client direction, building new relationships and maintaining existing client relationships. I was also responsible to ensure that client projects were implemented and performed as required by the contract and schedule across multiple call centers. I also planned, developed and managed client projects – sometimes several at once. I was the primary point of contact for all communication with the client and the company and key stakeholders. This included preparing and delivering weekly, monthly, and quarterly business reviews and issue resolution. The largest part of my responsibility was managing the financial performance of the client. This included detailed workforce management analysis and planning to create short term and long term budgets; managing financial performance for the project and each of the associated centers, and projecting financial impact based on performance and changes to the business.

I was responsible for the operational performance of multiple call centers supporting multiple clients in a BPO environment. My primary responsibility was the operational and financial performance of the site or call center I was assigned to. My daily responsibilities include training, general operations, and management of over 1,100 front line staff and support staff for multiple different accounts and clients. I reviewed call center statistics, workforce planning, and client metrics to develop processes and plans to ensure improved and sustained performance. I would also provide strategic and tactical direction for management and call center employees to ensure operational expertise and optimal financial performance. I achieved the largest year over year ESAT improvements in company history. During my tenure, I also consistently achieved high levels of performance on customer KPI metrics and internal P&L profitability.

Responsible for operation of the Western Region facility. Key responsibilities included managing the migration of accounts to their geographic area of responsibility and subsequently manage the reduction of the associated operating costs. Additional responsibilities included day-to-day management of the operations and continuous process improvement.

Responsible for operational metrics and new program implementation for a 100 person Small Business Unit (SBU) in an outsource environment. Launched the electronic disbursement support project for State Government using a debit card system for child support payments. Also responsible for process improvement and development of escalation processes and teams. Heavy interaction with internal support groups and the client.

Responsible for the financial and operational performance of the customer service and support operation. Support teams included a Tier 1 outsource team of over 70 agents and an internal Tier 2 support team of 20 agents. Teams supported over 200,000 worldwide high-speed Internet connections installed in over 500 hotels. Reduced system support and customer service operating cost by 20% during tenure.

Responsible for over $2 million in monthly revenue and an annual budget in excess of $5 million. Management of 150 technical and customer service agents. Developed Packard Bell NEC’s Workforce Management Center from concept to a fully functional organization within three months. Responsible for routing over 200,000 calls per week to five call centers located in five different states. Coordinated and scheduled over 1,500 technical support agents. Provided detailed weekly call reporting for all call related activity. Project management for two concurrent technical outsource providers, ensuring service agreement adherence.

Software troubleshooting and repair of the ULLS (Unit Level Logistics System) program. This support was provided for the entire post and assigned training units. Hardware troubleshooting and repair of the TACCS (Tactical Army Combat Computer System). Zero TACCS down time during tenure at Ft. Irwin, CA.