For years, I’ve been developing high-performing, low-turnover B2C and B2B contact center teams of 15-20 CSRs who drive sales and customer loyalty. And it all begins with the company’s greatest competitive asset: the front-line team. As the people who work with customers more than anybody in the company, they provide me with important insights that influence strategic direction. I bring a lot to the table with over 20 years of contact center expertise, but I’ve never stopped learning from my CSRs. And they know how important they are to me, which helps explain their high levels of performance and retention.To ensure their success, I specialize in training– new-hire and recurrent–that makes it fun and easy for CSRs to “wow” customers and drive sales. And this fuels a culture of celebration that breeds even more success. That said, I manage contact centers by the numbers. There’s a KPI for everything, aligned to business resources and objectives, as well as to CSAT and CES scores.My contact centers also major in ROI. Not just the traditional one, but also Return on Information. By mining Voice of the Customer data, I’ve discovered unique–and sometimes surprising–ways of generating additional revenue which customers are truly delighted to contribute. And customers frequently inspire improvements in processes and procedures as well.This all requires the right tech and somebody to lead and manage all of the contact center’s technology. From RFP, to implementation to continuous improvement, the buck stops with me: platforms including telephony, omni-channel CRM, knowledge base, order entry and more.Outside of the contact center, I collaborate effectively with cross-functional partners, ensuring that their insights and needs guide the contact center appropriately. Whether it’s scheduled or ad-hoc reporting, they know they can count on me to get exactly what they need, the way they need it and when they need it.
Listed skills include Public Speaking, Strategic Planning, Training, Call Center, and 46 others.
