Contractor providing program and project management support for Strategic Programs in P & C at USAA.

Managed a PCI Compliance remediation project, part of the top priority program at Rackspace during that time, for the department with the second highest number of systems in scope (30%). Other project included Enterprise Migration to Office 365, and two cost savings projects—one in Supply Chain and one in a segment supporting enterprise customers.Relevant Skills:Action and Solution orientation.Strong Stakeholder & Relationship/Communication Management Working effectively with cross-functional teams and team building.Effective facilitation including conflict resolution and reaching win/win compromises.Strong leadership, negotiation and influencing without authority. Reviewing processes and procedures to identify improvement opportunities.Traditional Project and Program Management responsibilities.

One of twelve employees selected to participate in the first Six Sigma Black Belt Certification Program. Completed classroom training and required exam. Perform Data analysis using Minitab. Successfully completed and presented the first of two Black Belt Projects required for certification.• Improving Fanatical Support: Improving the Customer Call Transfer Experience: Problem - The customer call transfer experience from the Phone Team to a specific highly specialized customer support team varied significantly. Goal: Reduce the phone call transfer time from a 64% defect rate to 30% defect rate by end of Q4 2015. Results: The the defect rate was reduced to 13% by end of Q4 exceeding the goal of a 30% defect rate.• LATAM Support: Reducing Technical Ticket Response & Resolution Time: Reviewing data February 2017.

The vision of the Americas Racker Tools Program is to partner globally to identify / provide the tools / automation which enable Rackers to consistently deliver seamless support experiences to external customers.Partner with the development teams to ensure they have the information needed to build and iterate upon new and existing customer support/ticketing systems which meet the needs of customer support.Maintain an in-depth understanding of the existing customer support systems and all related integrated systems and dependencies. Regularly demonstrate my commitment to delivering world-class in all interactions.Educating and setting expectations for my stakeholders/customers about the software development process, agile methodology and how CD/CI impacts how and when features and functionality is added. Teach support Rackers how to best communicate feedback in the form of user stories.Address any real time enterprise impacting issues or incidents related to the current Customer Support systems in production. Relevant Skills:Action and Solution orientationStrong Stakeholder & Relationship/Communication Management Working effectively with cross-functional teams and team buildingAgile/Scrum methodology including traditional 2 or 3 week sprints as well as Kanban in a CD/CI environment including all ceremonies. Everything from requirements gathering and translation of them into Epics, Spikes, etc. to UAT and Training end users.Effective facilitation including conflict resolution and reaching win/win compromises.Strong leadership, negotiation and influencing without authority. Reviewing processes and procedures to identify improvement opportunities.

Responsible for ensuring that the future ticketing system would meet the needs of my internal customers. Responsible for traditional Project Management activities including partnering with the Business Analyst, Requirements gathering, stakeholder management and communication as the owner of the project for my segment. Involved in Agile and Scrum ceremonies from requirements and user stories, daily stand ups, backlog grooming/prioritizing, scoping requirements with the development and QE teams, sprint planning and retrospectives.

Completed the Service Now Administrator training to participate in the development process of customizing this SaaS product to meet the needs of Rackspace for our internal customer support/ticketing needs. Provided context for developers in their understanding of the user stories and support QE in understanding how to test the features and functionality as they would be used by support Rackers. Participated in all Agile and Scrum ceremonies and processes.Completed Version1 training and used it as part of the SDLC requirements at Rackspace.Demonstrated ability to determine how to best add value to the project in a role that was not clearly defined.

Responsible for providing fanatical support that exceeds expectations. Manage 233 Linux Accounts that account for monthly recurring revenue of $229,210. Develop long term customer relationships that are conducive of growth and retention. Coordinate and facilitate conference calls involving internal and external customers. Interact with different departments to facilitate the process of bringing new configurations or upgrades online. Work with Sales Team to grow and retain install base. Accomplishments include:Received the 3rd highest number of top rating responses on the customer service survey for the month of March in all of Managed.Was one of three Rackers mentioned by name in the Customer Service Survey for the month of March in Managed. April personal Customer Service score of 85% (goal is 59-64%) with a 56% response rate and mentioned by name by a customer. Successfully worked with Corporate Security to manage the Rackspace procedures following a customer compromise during a social engineering attack against my customer. Successfully initiated conversations leading to sales about improving customer configurations when the sales team was unsuccessful during their process. Share several personalized prefabs that I have written which are used by individuals in different teams and another segment. Acknowledged for strong writing skills by managers. Able to communicate undesirable information in a manner that involves honest yet tactful full disclosure to customers.Shared outcome of initiated conversations with the DFW data center team members that led to discovering a bottleneck preventing customer servers from coming online that could be lessened easily with the assistance of Account Managers.

Responsible for providing customer service that exceeds expectations. Hire and develop talent. Train sales professionals. Develop business plans and modify strategies as needed to increase profitability. Work with merchandise buyers to ensure inventory levels and content are appropriate to maximize profit. Develop and maintain relationships with customers. Accomplishments include:Delivered a 65.1 % increase over previous years sales prior to promotion (9 months of the year) # 1 increase in the company before being promoted to a position with higher volume responsibility. #1 in scorecard metrics.Consistently in the top ten of the corporate scorecard results for the specific Department (more than 100 stores)Department Revenue responsibility ranged from $750,000-$3,500,000 Manage a sales team of up to 10 employees. Provide ongoing professional development to promote the growth of future leaders.Teach selling techniques, relationship building, as well as product information to ensure a sales team that consistently delivers stellar customer service.Manager of the Quarter. Competed with all same Department Managers across the company.Department of the month 4 times.Department of the month runner-up 10 times.Serve as acting store manager several times a month.Plan and execute special events and promotions to drive business.

Contributed to the development and completion of psychological, educational, and human resource assessment products. Edited, reviewed, wrote test items, sections of administration and technical manuals, stimulus books, record forms and other test components. Conducted competitor and new product analysis and summarized findings.Improved communication and meeting effectiveness while reducing time spent attending meetings by planning and facilitating soft skills workshops, including Giving Feedback Effectively and Planning/Facilitating Effective Meetings, for all department employees. Trained psychologists and educators to properly administer and score standardized clinical assessment products. Taught and supervised scoring personnel and project employees to properly administer and score assessments.Identified tasks in the critical path and advised new Project Managers ways to best exploit bottlenecks. Assisted in the development of realistic project schedules by teaching new Project Managers the product development and publication process.Provided the Learning and Development Specialist with recommendations for restructuring a team building program to include contingency plans to meet customer expectations.Ensure all processes were flowing as needed to meet critical deadlines by acting as a liaison between content development team and shared service departments including sampling, psychometrics, scoring, editorial, marketing, sales, manufacturing, production, and customer care.Saved time and cost while maintaining stringent quality standards as member of Scoring Reengineering Committee that developed recommendations for process improvement and reengineering efforts.Developed a Balanced Scorecard for the department. Department senior management distributed the balanced scorecard to other members of senior management as a reference tool to aid in development metrics across the organization.