Joanne Wolf Email & Phone Number

Philadelphia, PA, US

• Led and developed a new team focused on learning engagement and adoption across all customer-facing functional areas. Leveraged data to identify gaps, remediate, and reinforce to improve adoption via employee.
• Developed new organizational structure and onboarding for productive team in less than 90 days.
• Identified opportunities to improve business realization benefits of key company investments in tools, technology, and quality.
• Leveraged learning and content resources to improve employee engagement and adoption of key business strategic investments.
• Developed five-step process serving as foundation of engagement model to improve adoption.

Philadelphia, PA, US

• Selected by senior management to lead enterprise-wide quality and performance management transformational effort, including all customer-facing teams across all functions. Led this multiyear initiative to consolidate.
• Developed ecosystem to support eight behaviors and embed each into organization (i.e., people, processes, tools, culture, etc.).
• Deployed enterprise employee and customer engagement programs cross-functionally across 85,000 employees in highly matrixed organization foundational to supporting NPS improvement efforts (to include strategy.
• Established performance-driven culture via behavior integration into NPS huddles, communications, coaching, career advance/score cards, and rewards and recognition.
• Reinforced senior leadership buy-in and garnered support of behavior-based quality.
• Deployed behavior automation across all contact center employees and business partners, resulting in proven business benefits to include elimination of manual evaluations, with operating expense savings of $7M.

Stamford, CT, US

• Directed and managed all company-wide customer care, quality, coaching, and customer satisfaction programs, including integration and leveraging of tools and resources to identify actionable insights to execute.
• Led rollout of" “Compass” call quality monitoring program across TWC Enterprise in CARE, chat, and vendor sales, resulting in 60% favorability rating with employees over prior program and 26% increase over baseline.
• Drove development and launch of standardized coaching strategy and platform, which improved coaching session execution by 50% over life of program as well as enhancing coaching effectiveness by 10.6%.
• Improved vendor quality management and executional effectiveness, resulting in savings of $3.5M.
• Standardized executive escalation process across TWC to improve resolution, root cause analysis, and employee feedback.

Stamford, CT, US

• Provided and facilitated overall strategic direction and management of all regional quality and customer satisfaction programs, including CSAT, NPS surveys, QA processes, speech analytics, and employee experience.
• Drove and facilitated development of enterprise coaching strategy, including pilot implementation and rollout of NICE Performance Management System.
• Developed, piloted, and drove executional support of “Compass,” behavior-based call quality monitoring program, including diagnostic reporting and analysis to measure behaviors for ongoing KPI.
• Developed and launched speech analytics business platform generating sustainable savings of 29 seconds of average handle time via changes to account security guidelines.
• Implemented market listening session strategy leveraging speech analytics to net quantifiable improvements in frontline performance and business processes and procedures.
• Standardized CSAT Business Platform across enterprise to 10-point scale across multiple functional areas.

Columbus, Ohio, US

Led contact center operations sales and service with two locations; supported 450 employees and $24M annual budget. Managed and executed implementation of “Optimizing the Customer Relationship” performance development program, increasing cross-sell referral to call ratio from.05% to 2.3%.

Stamford, CT, US

Directed and managed all customer operations activities for virtual operation with multiple call center locations; supported 400 employees and $24M annual budget.Executed the development, design, budget, construction and opening of a new 350-seat call center in Zanesville, Ohio.

• Direct 2 national call center operations with responsibility for 290 employees and $14 million annual budget

• Directed expansion to multiple site outbound sales operations in 4 cities to support expanding customer base
• Developed call center sales programs to support advanced product launches andremarket activities
• Vendor Selection, development and support of Outbound Call Center Technology

• Expanded start up 28 seat operation to 72 seat successful outbound business