J. M. Email & Phone Number

Orlando, Florida

Worldwide consulting services encompass* Integrated Business Performance Excellence, including: - Project Management, - Customer Experience, - Customer Service Excellence, - Customer Retention Management, - Customer Lifecycle Management, - Voice Of the Customer (VOC) - Business Process Improvement, - Lean Six Sigma, - Balanced Scorecard, - Statistical Process Control (SPC), - Establishment of Key Performance Indicators, - Change Management, - Creativity & Innovation Management. - Knowledge Management, - Training, - Quality Assurance, - Continuity Planning & Deployment, - Customer Relationship Management, * Call/Contact Center Administration & Management,* Call Center Site Management,* Business Process Outsourcing (BPO).

Miami, Fl

• Responsible for the Senior Business Unit (SBU) and Member & Multi-Language Contact Centers (MLCC) located in Miami, FL.• Accountability included a team of nearly 100 service consultants and managers servicing customers in the areas of Medicare/Medicaid and individual health insurance coverage.• Additional responsibilities included the development of customer experience strategies, first call resolution, customer satisfaction index, workforce management and employee motivation practices, as well as various other operational and contact center methodologies.• Implemented various methods and process improvements within the organization.REASON for LEAVING: Corporate restructuring.

• Responsible for 14 terminals involving all aspects of Operations, Sales, Quality & Process Improvement, Traffic Management, Logistics, Dispatching, Routing, Services, Billing, Collections, Shared Services, and P&L• Development and implementation of various performance initiatives & sales strategies focused on quality process improvements, customer acquisition & retention, account management, value proposition realization, employee behavior and motivation model established through a change management approach, customer experience management strategy, as well as various other customer-focused strategies• Created and rolled out the first company Balanced Scorecard, Customer Satisfaction Index, and Employee Satisfaction Index• Efforts resulted in a 50% performance upturn.REASON for LEAVING: Division was sold & work concluded

(a start-up division of Kaplan, Inc.)• Part of KVE's Executive Committee that worked with the Commission on International & Transregional Accreditation (CITA) and the Southern Association of Colleges & Schools (SACS). Specific responsibility encompassed the Quality Control and Resources & Support Systems Standards criteria that lead to the accreditation of KVE’s schools• Restructured the organization and created & defined the posts of Operational Excellence & Quality Assurance, Training, and Process Management/Improvement• Developed a Project Priority Ranking Matrix utilizing Project Management and Six Sigma methodologies to assess and determine project activities and progressREASON for LEAVING: Company downsizing & operational restructuring. Division was closed.

• Oversaw business operations and quality management; including customer care, technical support, regulatory, customer experience management, loyalty and win-back programs, workforce management (Blue Pumpkin), quality assurance, training, business process improvement, plant operations, vendor management, provisioning, contract negotiations, and a budget in excess of $40 million. Management oversight included over 350 employees including 11 direct reports.• Turned-around the company’s operations and call center organization through the implementation of an integrated Process Improvement/Six Sigma methodology• Architected a behavioral/motivational competitive model, driven through a change management strategy, used to enhance productivity/performance and establish a greater cohesiveness and team orientation• Results included a 40% cost reduction, 50% improvement in customer satisfaction, 40% uptick in employee satisfaction & retention, and a 50% decrease in customer turnover. These accomplishments were the foundation for the company's first positive financial results in several years.REASON for LEAVING: Company was sold

• Directed the following activities: Operations management, strategy planning, development of client opportunities, contract management, performance excellence, project management, customer lifecycle engineering, client-account management program, implementation of corporate global standards and practices, training, quality assurance, workforce management (IEX, TCS, and Odysoft), and P & L responsibility• Opened the company’s first full service call center operation in Latin America with capacity for up to 1,200 positions, and a new revenue stream for the company• Developed and implemented the first company-wide customer satisfaction survey and index.• Engineered the company’s entry into the U.S. Hispanic Market• Designed PRC’s first Hispanic website (in both Spanish & English)REASON for LEAVING: Change in executive management & business strategy

• Developed integrated global operations and service and call center solutions for Fortune 500 client organizations• Created Customer ScoreCards & Customer Experience Lifecycle strategies• Produced up to 40% in cost improvements for clientsREASON for LEAVING: Company downsizing & acquisition

• Directed operations of service centers located in Latin America; including customer acquisition, care & retention, tech support, workforce management, quality assurance, training, business process management, standards & metrics, data mining, contract negotiations, win-back & loyalty campaigns, campaign yield management, and P & L accountability• Lead customer advisory/focus groups & customer research activities• Designed corporate “customer experience lifecycle management” strategy and customer-centric philosophy; driven through cross-functional transformational change management and focused on the voice of the customer• Member of team that implemented Siebel’s-CRM & SAP’s-ERP• Responsibility encompassed over 2,100 employees, 12 direct reports plus 3 outsourcers, servicing 12 countries and 1.6 million customers with a budget of over $50 M• Efforts resulted in 50% slashed costs, a 45% customer churn reduction, and a 40% increase in customer satisfactionREASON for LEAVING: Sale of company, plus division's Chapter 11 reorganization & restructure

• Launched the company’s first sales broker programs in Latin America & Asia-Pacific• Engineered lead generation programs, campaign yield management and service strategies, and orchestrated the organization’s international contract processing procedures, policies, standards, and benefit & fulfillment programs• Structured strategic business alliances resulting in a 60% revenue improvementREASON for LEAVING: Company declared Chapter 11 and was dissolved

VP-South America • Managed operations & sales, and directed 250 region-wide employees with P&L accountability • Directed customer operations and resort affiliation strategies; regional membership increased 70% and membership rolls grew from 20K to 62K during the periodAssistant VP-Intl Development• Opened new markets & corporate offices in US, L America, Asia & Europe• Orchestrated strategic business initiatives; efforts produced 40% revenue growthAssistant VP-US Operations/Member Services • Managed staff of 210 & 4 million contacts/yr• Led significant improvements in business operations & call center mgt by re-engineering the organization• Increased revenues from $3.3-$25M/year, resulting in net change from -$1.3 to +$6.5M• Lifted customer satisfaction 40%, reduced costs 35% & increased customer retention 50%Director-Operations Research • Developed system-wide Quality Rating System to rate resort quality, operations & service provisioning• Designed Dual Exchange System, offering equitable exchanges• Installed various process improvement programs and cost/benefit analysis initiativesREASON for LEAVING: Better opportunity

• Managed Florida’s $180 million Intrastate Telecom Settlements Pool and 12 data engineers• Responsible for area budget analysis/administration. Also, prepared filings before Florida PSCAssistant Manager - Forecast Operations Dept. • Directed the division’s Florida rate case data and information research• Designed various business econometric forecasting models. Work produced annual savings of $10M/yearAssistant Manager - Switched Services Dept. • Managed 15 central offices, 20 analysts, and 750,000 area customers• Statewide consultant in TQM programs. Part of work-group engaged in AT&T’s Modified Final Judgment (MFJ - the split of the Bell System)REASON for LEAVING: Better opportunity

Six Sigma Black Belt Certificate, Six Sigma

Master Of Science, Management Science & Quantitative Modeling

Bachelor Of Science, Industrial Engineering

Lean Six Sigma Certificate, Lean Six Sigma

Post Graduate Cert. Of Engineering, Occupational Safety And Health (Osha)

Ciencias

High School Diploma, Mathematics & Science

Master Certificate In Six Sigma, Lean & Six Sigma