Karen Tomczyk Email & Phone Number

Tucson, Arizona, Us

Overseeing the initiatives that align Pyx Health's services and client goals with member needs through an integrated omnichannel member support model, including the development and implementation of strategies to continuously enhance member support through process improvement, human and non-human resource optimization, digital-first transformation, and perpetuating a ferocious commitment to "making every moment matter."

Tampa, Fl, Us

Reporting to Chief Operations Officer (COO), responsible for all non-clinical operations and overseeing ~100 employees, including mail fulfillment and inbound/outbound contact center operations.● Oversaw telephony and mail fulfillment outsourcing vendors regarding budget adherence, resource forecasting, and service level solidarity and led organizational change in contact center telephony to create omnichannel platform.● Reduced translation cost by 64% through vendor review and renegotiation of contract, along with decreased hold time by instituting service level agreements with vendors.● Developed outbound contact center team standards for agent performance, outreach calling cadence, and revamped incentive structure for outbound agents, reducing abandonment rate by 86% after first 90 days in position.● Decreased potential breach risk of incidents by 84% by streamlining validation in letter generation process and standardizing service levels for in-house and vendor-generated mailings.

New Orleans, La, Us

Directly reported to the Chief Operations Officer while owning all aspects of inbound and outbound healthcare contact center operations and governance of outsourcing vendors with 50 direct hire employees and 200 outsourced partner agents. ● Planned and established efficient capacity model to meet relevant employee performance requirements by executing advanced pay-for-performance incentive program.● Drove a 42% conversion rate increase within first 30 days and consolidated costs by restructuring staffing activities.● Implemented SLAs and metrics for contact center performance and team performance scorecards. Analyzed call contact rates and defined agent schedules based on high contact hours, increasing contact rate by 40%.● Realized cost savings of $250K monthly by eliminating dependency on outsourcing BPO by upscaling internal talent.● Enabled and streamlined outreach reporting across company and client progress reports and drove all aspects of customer experience reporting and mitigation of monthly NPS scores under 85.● Led call center transition from legacy software to Zendesk, including ticket form creation, API integration, and telephony routing.

Gardena, Ca, Us

Spearheaded all non-clinical support of team consisting of ~330 remote providers across 36 states while reporting to COO. Led facility management of ~14K sq. ft. building for 4 lines of business with 245% YOY growth in scheduled visits.● Grew Tampa operations by +230% in first year, identifying call center performance gaps and redirecting training efforts, reducing declines by 19%.● Supported company in developing and introducing telehealth visit offerings in response to pandemic and expanded Tampa operations from 30 in-office agents to 80+ remote agents and 2 global outsourcing partners.● Created incentive structure rewarding higher performance, reducing program cost by 34% by emphasizing higher agent productivity and quality measurements.● Championed 29% contact rate increase by maximizing agent schedules based on call contact data analysis.● 2019-year-end results include a 245% increase in scheduling rate vs. 2018.● Maximized agent schedules based on analyzing call contact results, resulting in a 29% contact rate increase.● Acquired an extra 30 seats in the existing location by reconciling square footage requirements and reconfiguring seating capacities.

Clearwater, Fl, Us

As direct report to COO, managed call center operations while developing client-focused procedures to increase workflow, speed, effectiveness, and accuracy.● Slashed transfer rate from 37% to 6% by simplifying integrated workflow processes, reduced employee attrition rate from 48% to 22%, and achieved a 4% call abandonment rate and 25% enhancement in call volume.● Instrumental in developing 14-day remote operations ability leading to minimal interruption and resumption of services within three days of hurricane Irma onset/evacuation.● Earned 2017 and 2018 Stevie Awards Winner Customer Service Department of the Year-Healthcare, Pharmaceuticals, & Related Industries.● Received 2017 and 2018 Stevie Awards Winner People's Choice Award for Favorite Customer Service Healthcare/Pharmaceuticals.

St. Petersburg, Florida, Us

I dexterously transformed sub-standard site performance to drive email order entry from an average of 20 per day to 45 orders per day. I also implemented Key Performance Indicators (KPIs) measurements that minimized the call abandon rate from 17% to 4%. Additionally, I initiated a staff recognition program to enhance employees' morale and decrease peers' attrition rate.Key Accomplishments• Instrumental in reducing average email response time from 48+ hours to up to 4 hours.• Integral in increasing call order volume by 3% and enhancing efficiency for White Glove CSR order entry to 44%+ from LY.• Championed escalation resolution from 3+ days to 4 hours by delivering customer service call center support to entire business units, visiting the site, and offering detailed district comprehensive presentations.

I was responsible for transitioning the customer service department into the customer care department by instituting a center of excellence in compliance with overall sales channels and customer touchpoints. I also drafted a KPI reporting structure and established an internal quality model as per requirements.Key Accomplishments• Instrumental in stabilizing a failing relationship with Amazon by saving seller services capability and spearheading a team to increase efficiency by 30% with an 11% increase in seller score, thereby earning Stella Service Excellent rating.• Minimized call abandon rate from 32.6% to 5.6% and decreased email response time by 33% to under 14 hours, leading to a 28% increase in annual sales.

St. Petersburg, Fl, Us

• Led team operations for multichannel retailer yielding $76M in annual AutoShip department sales; oversaw AutoShip program, pricing, vendor relationships, contracts, and inventory management.• Hosted vendor negotiations to reconfigure contract specifications; saved corporation $4.2M in resources and expenses.• Cultivated cultural shift to sharpen customer focus and team development; doubled team take rate to reach unprecedented 26%, increased upsell results 36%, and catapulted performance to Top 10 ranking of 34 sales teams.• Championed pilot program regaining $300K in lost revenue with development/implementation of automatic recapture of declined AutoShip orders.

Master Of Business Administration - Mba, Management

Bachelor Of Business Administration - Bba, Business Administration