Joseph Welte Email and Phone Number

Managing and overseeing the largest continuous contract for H@M Networks. Because of the strong customer service skills have been able to increase work volume with the customer from $2.4 million 4 years ago to over $6 million for the upcoming fiscal year.

Assist in analyzing work progress by calculating/preparing various comparison reportsAssist in monitoring progress of work per cost accounting adherence with budgetEnsure compliance with customer contract terms and conditionsEnsure compliance with H&M Policies, Procedures, and Administrative GuidelinesEnsure the financial integrity of project reportingAssist in preparation of bid packages: including instructions, specifications, interface requirements, etc

Oversaw the Call Center of the Philadelphia Gas Works. Had a 135 union and 15 management employees. The call center handle over 2.5 million calls per year involving service, billing, low income and emergency calls.

In March 1999 the Public Utility Commission began overseeing the Philadelphia Gas Works and there day to day operation. As Manager of Customer Review I was respsonsible in managing 8 other management employees in preparing cases to be heard by law judges and giving testimony on various cases.

Named Director of Call Center Operations in August 2001 with a mandate from the Public Utility Commission to improve customer access or the call center would be outsourced within 90 days.Develop and motivate 135 union and 15 management personnel to increase productivity so that the outsourced order was rescind in March of 2002. Manage a yearly budget of $23 million which included labor and software. Decrease the percentage of calls abandon from 36% to 9% currently.Increase total calls answered per year from 923,000 to 1,300,000 with no increase in staffing levels.Reduce overtime hours from 23,000 in fiscal; 11,000 for the current fiscal year. Installed Envision Click to Coach, to monitor both screen and voice for customer contacts to ensure customers' were receiving the service they required. Negotiated with the union to reduce starting salaries for external customer service representatives from $12 an hour down to $9.32.

Interviewed and hired ten management employees to work in the newly created Customer Review Unit. The unit is responsible for handling all formal and informal complaints received from the Public Utility Commission.Developed an Access database to monitor incoming complaints from the Public Utility Commission to ensure compliance with regulations in Chapter 56, the rules and regulations that all utility companies in the state of Pennsylvania must follow.Developed and set up a process to handle incoming disputes to ensure timely and accurate information is supplied to the customer along with the Public Utility Commission so a sound decision can be made.Prepared information and testified for the Philadelphia Gas Works regarding formal complaints that customer's file against the company in front of the administrative law judge.

Develop real time and historical reports using Avaya Center Vu supervisor to monitor productivity standards in the call center. Have completed 80 hours of training through Avaya. Training involved setting up phone call procedures, for the call center. Have extensive knowledge of creating forecasts and schedules using Aspect E Workforce management. Manage outbound calling campaigns through Melita predicative dialer using both representatives' intervention and record messages. Prepare and monitor the budget for the Customer Service Center. The total budget is 9 to 10 million per year.

MANAGER OF CENTER CITY OFFICEOverseeing the handling and balancing of over 4 million in payments per year in the office. Monitor the incoming traffic into the office to ensure the average wait time for a customer to see a representative is less than 6 minutes. The average number of customer's per year is 35,000.

Trained and supervised a group of 15 call center representatives to handle all types of incoming calls.Monitored each representative four times per month, along with one coaching session.Prepared evaluations for progression raises for each employee every six months.