Responsible for end-to-end WFM Operations across all Arise Business verticals for a platform of well over 15,000+ Customer Service Professionals, owning mid-term & long-term Capacity Planning, Scheduling, Real-time Management and Reporting & Analytics functions, as well as long-term strategic vision to support new client launches and internal & external customers, to deliver world class BPO/WFM services with high performance benchmarks. • Increased strategic accounts portfolios over 22%/year by laying out long-term client support vision and establishing critical client stakeholder relationships.

Designed, implemented, and oversaw all of Workforce Management, forecasting, planning, scheduling, real-time management, IVR and CISCO call routing strategy, reporting and analytics. Established personnel budget for 1k+ service agents and specialty support desks. Wrote all policy and procedure manuals.• Led 4-year company-wide CX transformation project that consolidated 120+ customer service units/locations across the country into 3 large call centers, that resulted in ongoing, annual savings of $15M+.• Created standardized operating processes and procedures across 3 call centers that allowed all call center resources (1,200+) to transition to work-from-home in March 2020 (COVID-19); completed in 3 days. • Selected (via RFP), launched and implemented NICE Workforce software and the integration into the existing IT platforms (Voice/Text Analytics, WFM, Predictive Routing).

Partnered with clients across multiple industries to provide Workforce Management, Contact Center, Customer Service, and Call Center Sales consulting. Identified and implemented best practice solutions to generate expense reductions and process efficiencies. • Completed analysis on manufacturing cost reduction by working with management and analyzing available data, identifying and recommending the right combination of eliminating functions, outsourcing, and moving part of the manufacturing process offshore, a comprehensive strategy was developed that outlined a labor cost reduction of over 20%, while maintaining quality. • Established customer support, HR, time keeping policies and procedures, and a new benefit structure, increasing staff productivity (11%); used by the owners to add vacation time, which in turn triggered and increased employee engagement.

Directed all Customer Care operations across a national 700+ employee service organization consisting of domestic and offshore service call centers. Directly accountable for budget, sales, claims, SLA adherence, policies and procedures, Workforce management, customer care technology, and real-time command center functions. • Increased sales/up-sale in renters/homeowners insurance division by establishing a dedicated sales team with CRM driven call routing that resulted in a revenue increase of close to 12 %.• Expanded multi-skill environment capabilities, resulting in increased staff utilization, improved customer satisfaction and a reduction in resource demand by 5% ($1.5M savings).