Responsible for managing all call center operations using data and quality systems to drive quality, productivity, and performance to ensure optimal patient experiences for an 18 provider OB\GYN practice serving three different locations.

Provided oversight and leadership to a dispersed leadership team to achieve multiple objectives, including vision and coordination to the planning, implementation, and management of contact center technologies. Implemented strategic direction to ensure world class 24/7/365 presence and increase access to quality care for current and prospective patients. Orchestrated development and implementation of department’s strategic plans, best practices, standard operating procedures, and programs. • Successfully researched and led the implementation for an enterprise wide Contact Management solution introducing a feature rich omni-channel call center platform • Consolidated three clinical call centers into a one universal Care Navigation Center by refining workflows and escalation process which led to increased access to care and improved KPI’s, while ensuring an excellent patient experience• Developed and maintained a performance-oriented culture that resulted in an exceptional customer experience as measured through Capital Caring performance standards• Introduced cross training curriculum to all TeleCaring & Navigation personnel to increase staffing efficiencies while enhancing their overall skill set and job satisfaction• Built strong partnerships with senior leadership to ensure collaboration and sharing of best practices and vision• Developed a Quality Management program to effectively monitor quality of services to ensure a consistent and superior customer experience was being offered on every interaction• Drove all reporting and statistical data to assist in trending interaction volumes and identifying innovative approaches to provide the highest quality of care to patients and families• Successfully expanded the TeleCaring program to a large West Virginia hospice provider serving 13 counties with over 200 customers• Effectively operated the department’s annual budget and operating plan by instilling strong financial management discipline and stewardship

Responsible for successfully developing and implementing Capital Caring’s new and innovative approach to providing a proactive telephonic care delivery model with an emphasis on improved communications and quality patient outcomes. Program name – TeleCaring• Led all efforts to implement TeleCaring Call Center team from concept to state-wide adoption for over 1,400 patients and families receiving hospice services in the DMV and West Virginia service areas. • Recruited, trained, motivated, and coached staff of managers and customer service agents on process and procedures to reach performance goals • Developed and implemented demand-based staffing model to ensure appropriate staffing levels and staffing mix • Established and managed call center KPIs to evaluate productivity and determine proactive course correction when necessary• Successfully led the implementation Cisco’s Call Center UCCX platform to a supported version to deploy the new TeleCaring Program• Increased staff productivity and efficiency 25% by implementing improved workflow processes and automation• Effectively managed the department’s approved financial model to ensure a financially sustainable quality program o Co-authored a quality improvement report in the Journal of Pain Symptom Management, “A Model for Effective and Efficient Hospice Care: Proactive Telephone-Based Enhancement of Life Through TeleCaring” highlighting the intervention period.o Utilization of Clinical services were lower for the TeleCaring participants (mean per 1000 patient days during intervention) 51% fewer on-call urgent visits by nurses 41% fewer phone incoming phone calls to After Hours serviceso Clinical miles traveled dropped by 22%

Responsible for managing teams of Associate Manager’s and IT Support Specialists within Fannie Mae’s Customer Interaction Center (CIC) engaged in performing duties related to the delivery of technical and business support to over 125,000 customers who use Fannie Mae’s 60+ Technology products and services.Key Contributions:• Spear headed the automation of Call Center’s Operational reporting increasing efficiency by 80 percent.• Retooled Call Center’s new hire training program through call center’s best practices. Results included increased productivity by 27%, a reduction in Average Handle time by almost 50%, and reduced assisted service for the new call center agent.• Effectively managed all aspects of customer service budget. Over the course of several years reduced the annual budget from $5 million to $2.6 million annually by implementing creative staffing and support models contributing positively to Technology Division’s recent budget challenges.• Responsible for division’s Business Resiliency Plan (Call Center, Application Support, and Provisioning). Successfully raised the awareness and understanding of Fannie Mae’s Business Resiliency policy and standards to key stakeholders, and helped reduce resiliency risk through mature testing and exercising our plan. Increased notification response rate for critical personal to 95% on all notification testing.• Provide leadership to the daily operations of the Center including training, quality management, workforce management programs and management of escalation and SLA agreements.• Design, modify, install, and/or maintain metrics that drive and measure business performance. • Play a lead role in identifying and incorporating new or improved processes and leading practices into current and future goals and objectives.

Responsible for managing a team of Account Managers and Reporting analysts who provided Account Management functions and Reporting analysis to more than twelve contact centers within Fannie Mae that generated over 100,000 interactions a month with more than 300 Call Center agents.• Provided project management and account management to multiple interaction center accounts.• Proactively introduced new support channel opportunities to clients to improve work flow.• Facilitated oversight and direction to the Interaction Center Reporting and Metrics team.• Directed and coordinated organization's financial and budget activities to fund operations, maximize investments, and increase efficiency.• Traced and resolved critical issues related to project resourcing and the project to minimize risk factors.• Communicated efficiently and intensively with staff, superiors, clients, sub contractors and vendors to establish effective working relationship.

Responsible for managing a team of Senior Technologists providing engineering solutions to more than twelve contact centers within Fannie Mae.• Successfully implemented a customized and dynamic Avaya\Apropos solution, which was used by all centers until early 2011, when the system was upgraded to Cisco's IP Phone and CIM (formally Apropos).• Helped develop a multi-year strategy for interaction management including key technologies and processes to deliver a consistent, positive customer experience while managing investments to create value across the Fannie Mae Contact Center Enterprise• Conducted system performance analysis, call traffic analysis, network engineering and capacity planning in order to balance and control heavy network traffic and ensure the proper life cycle/maintenance of all contact center products and tools.• Demonstrated leadership skills in forming high performance teams and directing them in achieving assigned goals and objectives.

Responsible for managing the overall operations of Customer Contact Center Engineering, Automatic Call Distribution Systems Management, and Fannie Mae’s call center technology infrastructure teams. Lead the effort of modernizing our voice call centers into efficient multi-media customer contact centers. Continued to provide technical and operational support to Fannie Mae’s 800 Network ACD Call Centers and local ACD\Centrex Pinnacle Call centers. Manage multiple key vendors’ activities and contracts pertaining to the Fannie Mae contact center management infrastructure.• Successfully managed the first implementation of Apropos Multimedia Interaction Management System and Mitel PBX for Fannie Mae’s internal Service center. This dramatically improved the workflow process for the center by combining incoming voice calls, voicemail, email, PCM (Remedy) tickets, eSupport Requests (Motive) and SOL Requests (Lotus Notes Domino) into a single multimedia queuing system. This implementation was the first step in replacing the legacy\outdated Lucent Pinnacle ACD System.• Spearheaded the efforts to successfully design and test the first implementation of Apropos Multimedia Interaction Management System and Cisco’s Call Manger VoIP system (the first integration in the world) for a remote Fannie Mae regional business office.• Negotiated and managed all vendor contracts and on premise activity. Responsible for negotiating and reducing contract costs by several hundred thousands of dollars. Key vendors included AT&T, Verizon, Avaya, Mitel, Apropos and Pitney Bowes

Responsible for all Project Management for the successful implementation of call center initiatives which encompassed four distinct lines of business. Specifically focused on measurable actions to reduce incoming call center calls; enhanced trending efforts to provide actionable data for business partners and customers; and to prepare Fannie Mae to meet the challenges of Y2K.