Transformed existing HR Shared Service Center to align with organizational needs, improve responsiveness and support, create global standards of service, and ensure compliance with SOX, SOC and internal/external audit guidelines. Redesigned ticketing system to capture metrics, productivity and SLAs for the first time. Significantly reduced manual processing by collaborating with IT to drive automation and implement changes to HRIS system. Partnered closely with HRBP’s, Talent Acquisition, Comp and Benefits teams and global business leaders to drive enterprise HR strategy. Created a highly engaged, high performing team. • HRIS Governance & Change Committee Executive Member.• Cleanup and completion of over 200 I9’s that had been left outstanding for 2 years.• Created and conducted a Global New Hire Orientation to ensure consistent onboarding and assimilation across all regions and business units.• Improved Service Center response time from an average of 90 days to only 2 days within 3 months.• Created HRSS monthly scorecard capturing KPI’s, trends, projects, challenges, and process improvements. • Collaborated with India Finance team to streamline and optimize the payroll input, new hire and leaver processes, as well as escalated PF cases and coordination with outside vendor.

Single-handedly implemented a shared services center supporting internal employees and clients while concurrently designing organizational structure/objectives and departmental policies. This included securing the real estate, creating job descriptions for unique roles, formulating a three-week classroom training course.• Recruited and trained 32 talented and engaged administrative professionals capable of providing outstanding support in a remote work environment within 1 year. • Ensured appropriate resource deployment in partnership with Resource Manager, Global Business Services, and Executive Leadership.

Designed and managed a shared service contact center supporting Accounts Payable, Accounts Receivable, Vendor Management and Accounting functions. Spearheaded the internal SLA's process documentation and daily, weekly, and monthly metrics development to boost organizational performance. Prioritized and managed cross-functional projects inclusive of IT Customer Portal creation, new corporate travel booking platform deployment in the US, and Concur expense rollout in the UK.● Triggered consistent increase in internal and cross-functional KPIs by promoting a culture of customer service excellence and continuous improvement. ● Elevated FCR by 25% within a year by identifying training and system access changes.● Reduced average response time by 70% through exemplary leadership of a cross-functional team that successfully redesigned processes and procedures for Masonite’s IT Service Desk, outside of shared services.● Integrated and optimized Masonite’s current ticketing system software, including development of an independent workspace and a customer portal that allowed Masonite employees to utilize self-service options for the first time.● Managed the end-to-end contact center support for Masonite entities and acquisitions into GBS● Responsible for all customer facing GBS communications

Managed end-to-end operations for a 200+ seat contact center providing customer service and inbound/outbound sales support. Devised and executed sitewide policies/procedures, ensuring operational efficiencies, customer satisfaction, appropriate staffing levels and productivity. Built a highly engaged leadership team that consistently accomplished sales/service functions performance goals.● Achieved a 60% reduction in staff turnover within six months and significantly improved employee survey scores through the strategic implementation of employee engagement initiatives.● Minimized branch-level billing escalations by designing a third-tier escalation team that was adopted as a best practice across other contact centers.

Delivered sound leadership to student advisors responsible for guiding online students through their degree programs. Ensured alignment of organizational frameworks with corporate compliance and Department of Education regulatory standards to achieve a shared vision. ● Elevated organizational productivity by 25% through the implementation of a new divisional schedule and multiple process improvements, including a new productivity tracking process that integrated metrics from multiple systems into one report for easier analysis.● Magnified the success of retention outreach efforts with a revised regional scheduling process and an automated calling process that enabled service level targets to be met consistently despite a 17% reduction in staff.

Cold call sales resulting in an increase of over 50% of current client base within first yearAnalyzing personal sales history to determine forecast projections and goalsMonitoring product quality, delivery, sales trends and problem resolutionBuilding and maintaining outstanding customer relationships resulting in repeat sales