Jim Rodden Email & Phone Number

Los Angeles, Ca, Us

Los Angeles, Ca, Us

Birmingham, Alabama, Us

Overview – Led the Member Onboarding, Reservation Support, Resolution and Contact Center teams. Creating a scalable member experience for a growing start-up by creating metrics, goals, and processes for an emerging industry. Created organizational structure to successfully absorb a 3x annual member growth by simplifying the support model and building efficiency metrics for each group. Improved Net Promoter Score from 17 to 57 by improving training and quality programs while also quickly identifying and resolving service recovery opportunities. Reimagined the Member onboarding experience to engage and support Members from the moment they reserve their Landing until they are settled into their new home.

Dallas, Texas, Us

Overview – Led the Tier 1 Sales and Support Team, Workforce Management, Vendor Performance Management, Reporting and Contact Center Systems Support organizations for Neiman Marcus. Providing leadership on strategy and performance improvement for 1,200 Contact Center related staff and Contact Center Technology.Implemented Quality improvement processes that increased Customer Satisfaction and was recognized in two categories in Newsweek’s Best Customer Service Awards (Neiman Marcus – 2nd Best Overall, Bergdorf Goodman 3rd Best Online Luxury)Created $6.5M in savings between FY16 and FY19 by creating a more efficient operating environment. Developed and Implemented Outsource Vendor initiative to outsource 300 Seasonal associates to maintain Service Levels during Fall Season, staging deployment of resources to keep expenses flat year over year, while improving Service Levels from 36% to 80%.

Atlanta, Ga, Us

Overview - Led the Requirements and Project Management team for the Contact Center Operational Support organization. Managing projects related to Call Routing, Report and Automation development.

Monroe, La, Us

Overview - Led the contact center technology organization, managing the day-to-day operations of 15,000 ACD positions, 35,000 PBX users and the Operator Services/Directory Assistance Infrastructure with a team of 8 Direct Reports, 30 Union Representatives and 69 technical individual contributors. Accomplishments: Accountability and Ownership of the following platforms: Avaya ACD, Avaya Experience Portal, Genesys R8 Outbound Dialer with Voice Portal, Cisco Unified Contact Center Elite (UCCE) with Voice Portal, HP Autonomy Observe and Explore, NICE IEX Totalview, Cisco Unified Communications PBX, Legacy Nortel PBX, Symposium and MPS IVR platforms. Coordinated and lead the migration of over 7,000 contact center positions to SIP Based Avaya ACD, reducing hardware and on-going maintenance requirements by $900,000 annually. Successfully managed Capital Expense budget of over $7M per year within a 3% variance. Successfully managed to achieve all budget metrics for a $12.8M Operating Expense budget, below budget by 3% in 2013, 2% in 2012 and met budget with 0% variance in 2011. Negotiated 2011-2014 Legacy Qwest Avaya Maintenance Agreement to reduce $800K in annual maintenance expenses for a 3-year savings of $2.4M. This achieved CenturyLink-Qwest merger synergies without requiring headcount reductions. Led the initiative to integrate the CenturyLink-Qwest call handling systems to a single infrastructure. Building, justifying and implementing a $20M initiative to unify the contact center networks under a single ACD, IVR and workforce optimization suite.

Monroe, La, Us

Overview - Led the workforce management organization including 3 Customer Care support departments; Performance Analytics, Resource Management, Call Routing Design and Development with 5 direct reports and 110 team members Accomplishments: Created Service Level Optimization initiative to reduce payroll expenses by 13% by implementing Just-in-Time staffing model and deploying Intraday Pattern based Scheduling.Developed Neighborhood call routing model to enable CenturyLink to route calls to the most local call center reducing the training requirement for reps to know all CenturyLink states, maximizing local feel while still enabling calls to be routed as efficiently as a full universal model.In-sourced Legacy Embarq Consumer incentive compensation system (TrueComp) eliminated 10 FTEs and $500K in on-going maintenance by leveraging the CenturyLink Data Warehouse and building a new user interface.Unified Call Routing functions during the CTL-EQ merger to provide a single business interface for IT to prioritize projects, consult with business units to optimize call flows and streamline the process to bring changes to production. Directed $7M ACD/QAM replacement project including project requirements, vendor selection, business case development and business unit implementation.Implemented Legacy CenturyTel Aspect CSS IVR and Aspect UIP Outbound Dialer.Provided project management on initiatives including Embarq merger due diligence, creating and managing CTL-EQ Customer Care synergy plan of $17.5M, developing Customer Care budget baselines and managing Customer Care Capital Expense.

Overview - Led the day-to-day operations of a 560 seat contact center with 9 Direct Reports, 650 call center team members and center revenues over $25 million with P&L accountability. Accomplishments:Launched a new Sales program for one of the leading mobile carriers in the nation growing the team from 0 to 120 team members while driving the addition of new consumers at a conversion that was number 1 within PRC and number 2 among our competitors.Improved Attrition and Absenteeism to improve center performance against regional benchmarks by 10%.Developed Operations Management to effectively and efficiently manage account teams of up to 200 team members and teaching them to effectively develop their supervisors and team members to provide premier customer service to all of our clients every day on every call.Developed comprehensive call volume forecast and staffing plan for up to 5 million contacts annually including catalog continuity programs, consumer appreciation events, sweepstakes and participation requests. Improving forecast variance to +/-5% of target and staff hours within +/-1% of expectations on a weekly and annual basis. Provided project management on a number of client and internal initiatives including surveying consumers on brand preferences, streamlining event reservation process to improve response rates, and developing call routing strategies to improve efficiency and effectiveness by routing to best available agent group.

Us

Overview - Created and managed command center infrastructure to manage the call allocation and real time management of over 20 million inbound calls annually. Accomplishments:Consistently met ASA goals of 5 seconds and Occupancy goals of 75%.Managed departmental budget of over $500,000 in payroll and $400,000 in expenses annually.Created and implemented new productivity and schedule adherence standards companywide that resulted $1.3 million in payroll savings within the first year.Managed Operational Efficiency, Service Levels and Occupancy of 6 Business Process Outsource vendors Developed scalable organizational structure, position descriptions and justifications for departmental growth of 480% in 2 years and then shrink effectively by 50%. This organizational plan is still be utilized at SDP 3 years after leaving the organization.Founded and managed the Operations Development team with the task of automating manual tasks to reduce administrative payroll expenses. During the first year of the program my team reduced gross annual payroll expenses by $500,000.

Business Administration And Management, General

Education record