Supported a $XM annual recurring revenue portfolio of large enterprise customers, including the Federal Reserve of Kansas City, Discover, Federal Home Loan Bank of New York. Position was eliminated due to a reduction in force.• Strategic partner and trusted advisor to organizations for their Electronic Content Management services to ensure realization of value via identification of client’s strategic objectives and leveraging product knowledge to demonstrate software capabilities. • Identified opportunities to upsell, expand software add-ons, increased licenses, training workshops, webinars, and events promote value from investment and identify opportunities for account growth.

Lead a team of 5 Customer Success Representatives, supporting 17 Account Manager responsible for mid-sized and large enterprise SaaS customers. Position was impacted via a reduction in force. • Achieved 97% gross retention rate and 106% net retention.• Built the Customer Success program, including account strategies, playbooks, processes, health check, and quarterly business reviews (QBR), which increased customer retention and overall customer experience. • Led weekly retention discussions with the ELT to provide insights into overall Gross and Net Retention, identify trends in customer churn and identify accounts with a high risk to churn.

Documented and analyzed customer facing and back-office operations processes, e.g., call center operations, client operations, workforce management for clients including Mercedes Benz, Avetta, Delta Faucets, etc. • Mapped current state processes using Visio, identified process improvements, developed recommended future state, calculated ROI, and created business case and value proposition. • Implemented quality assurance program and training for Avetta, including redesigned VOC survey and calibration process with emphasis on Customer Experience, driving improvements in overall service levels.• Presented insights, recommendations, project progress, value realization and value-add to client executives.

Worked with Chief Technology Officers (CTO/CIO) and their teams as a strategic business partner to identify key IT strategies, co-create action plans, research best practices, and conduct competitive analyses to achieve key initiatives. • Supported a portfolio of American mid-sized to large enterprises ($1B+) across industries, including healthcare, state/central governments, financial services, insurance, transportation, etc. • Drove 95% retention rate to create clients for life through joint discovery of client needs to promote value from investment and to identify opportunities for account growth e.g., facilitation of contract reviews, customized workshops, access to white papers, licensing, etc.

Managed a team of 12 CSRs housed in a centralized call center to support cable customers within the central region, including technical help, billing, and customer retention (a ‘one stop shop’). • Supported long-term, multi-year, high value contracts (from $1.2M to $12M annually/over 10 to 15 years). Point of Contact (POC) for technical and customer service-related escalations.• Led a team of new employees and increased primary KPIs by 44% within 5 months (e.g., VOC, call handling time, quality scores) via meticulous coaching, role playing, and specific individual recommendations. • Introduced NPS surveys, including training 300 CSRs and leveraging Adkar/ProScii change tools.

Led a staff of 8 Team Managers, with 200 indirect customer service representatives in a dedicated call center to support Sony, Costco, and Vizio accounts. Provided Tier 1 technical support and Tier 2 customer relations and escalation support for customers who had purchased consumer electronics. • Managed daily operations, including weekly status with corporate clients on SLA and account updates, workforce management (staffing and headcount), process improvement, training, employee relations, and coaching/development of managers. • Reduced Costco cost-to-serve 10% ($8.4M/annually) by restructuring staffing to match call volume patterns at 1.2+M calls/year and introducing operational inefficiencies.• Created an employee engagement survey to measure the quality/quantity of individual feedback between the manager CSR. Identified opportunities and implemented a new coaching model across the enterprise shifted a composite score from 3% to 89% engagement (86% overall improvement). • Saved Costco $250K annually by initiating and leading the Customer Returns Information and Saves Project which reduced the return of consumer electronics to Costco warehouses by 7% within 4 months of inception. • Developed and implemented an internal tiered escalation support system for the Costco and Sony accounts, driving workforce staffing efficiencies and upskilling existing staff to de-escalate or provide technical insights.