Jonathan Perry M.B.A. Email & Phone Number

Technical Lead: Management lead for a 50% B2B2C team of technicians to assist with software/hardware/networking inspections, repairs, and preventative maintenance. I utilize data analytics, operational expertise to forecast business needs as well as staying well versed in SQL, Jira, Fiddler, CMD, JSON, XML and other software programs for both external and internal customers. I created Excel reporting of customer trends and team utilization, which was based on calls taken/documented, and hours worked. Month-over-month visualization supported a monthly improvement of up to 3.5% toward a 80% goal.Technician Training: I created a continued education modular training that over 5 months lowered and sustained a 20% change in ticket creation and 15% travel cost reduction. Other training oversite implementations led to creating new standards for customer assistance/treatment, quality assessments for hardware and ticket accuracy, new leadership training, and implementation of a technician retraining program.Project Management: Lead for process planning, testing/implementation, and training for major software and hardware changes across 400+sites. Successfully completed a combination of projects requiring over 100 hrs. with a financial scope above $700,000. Project required innovative thinking and utilization tools such as Excel and Smartsheet.

MAINTAIN ATTENDANCE GUIDELINES AND ADMINSTRATION: Lead for recruiting and on boarding. Approve and deliver HR approved documents, lead termination meetings, and primary contact for state of TN unemployment hearings. Lead center investigator for all HR infractions related to employee attendance and job performance. Lead fraud investigator working with asset protection and corporate officers. There was also a continuation of Director level responsibilities from my prior position based on call center growth in performance, new process implementation & training, as well as Area Manager training. DATA ANALYSIS OF ATTENDANCE TRENDS AND COSTS: Analyze and report attendance absence trends for sick, FMLA/ADA, vacation and overall impact to annualized attendance and utilization. Assist asset protection with files and termination for tuition reimbursement fraud and FMLA usage. Create data reports to forecast risk associated with company policies in comparison to the current work force. Improved call center attendance by 10%, raising the weekly attendance rate.PM LEAD FOR CLOUD SYSTEM REPLACEMENT/MAINTENANCE: Lead for project integration of new HVD systems with $300,000 -$440,000 total cost. Onsite contact for all maintenance of 320 systems hardware/cloud software. Point of contact for center system failures and Wi-Fi networking.

PROJECT LEAD FOR CENTER TRANSITION: In 2014 the center changed from Customer Support to Advanced Tech Support-Iphone. I was the lead for agent on boarding of new hires, profile updates, pay increases, system access/installation, and testing facilitator for Apple Support Training for 300+ agents. Responsible for Sales Training program that led to a 30% center growth in anticipated revenue from additional hardware/features sales.DATA ANALYSIS OF PERFORMANCE AND COSTS: Monitor for trending issues in CSAT/NPS/WAVE, coaching/training needs, planning and implementation with Six Sigma methodologies. Designed and facilitated material to promote metric improvement month over month. Overall, 6% increase in KPI focused on increasing earned customer revenue and minimizing center costs. Director responsibilities required assistance in budgetary meetings, hiring requirements, asset protection/fraud planning, and data analysis reporting to VP’s and above.PROJECT LEAD FOR TOOLS IN TEN PROJECTS: Utilized team call calibrations, individual call listening, survey flow charts, and skip level meetings to enhance the development of policies and procedures to support active business initiatives toward actionable goals. Tracked growth using Smartsheet, which displayed a 3% month-to-month growth within 4-month timespan. I also lead Director calls discussing findings and planning for new process implementations that led to 3% improvement in Average Handle Time and a 7% improvement in center Adherence.QUALITY PROGRAM LEAD: Call listening of 100+ calls a month, 300+ CSAT/NPS/WAVE customer resolutions, and team calibration for tool usage/customer treatment coaching. Data used to recognize trends for change. During my time with this program the center performance chanced from around a 70% average to 83%.

DIRECTS THE FLOW OF OPERATIONS: Responsible for training agents to meet operation and performance goals. Attainment goal 90 - 100%; exceeded goal 5 out of 8 months and in the top 5% of the center for 12 months prior to promotion by trend identification and developing agents to proactively approach root cause identification/prevention and creation of additional training tools. MONITOR PERFORMANCE: Based on agent performance, performance improvement plans implemented based on 3 discipline levels. Upon failure to improve, for a team of up to 15 agents, I would hold the termination meeting, process all paperwork, and participate in a grievance or unemployment hearing. PLAN, DIRECT, AND SUPERVISE WORKFLOW: Monitors performance and approves special price concessions, promote customer retention, and de-escalate customer calls.

Master Of Business Administration (Mba), Business Administration, Management And Operations

Bachelor Of Arts (B.A.), English: Professional Writing

High School Diploma, General Studies