Manage the transformation of customer service during divestiture. Participate in System selection for the new company. Determine current state vs. future state processes and map journey. Repatriated offshore activities.  Designed improved processes for customer service. Managed day-to-day operations simultaneously.

Create the processes of Customer Care for this $100MM+ Medical Device company• Develop processes for Customer follow-up and closure of issues.• Hire Staff to support the methods of customer service.• Beta Test in North America for replication globally.• Develop Relationships with Key Opinion Leaders for the organization

● Hired to improve performance and processes for divergent divisions● Tasked with implementation of new system and new procedures● Responsible for leading operations for two disparate business units with over $400MM in revenue● Manage People operations along with Order Management, Billing and Call Center Operations.

- Directed Iconex (formerly NCR Consumables) $350MM, global division, customer care processes - Initiated strategic, operational tactics to elevate and maintain customer relationships- Implemented Oracle R12 and Infor M3 systems from selection through launch - Consistently improved customer experience with global standardization of all processes - Oversaw centralized operations located in Cebu, Philippines and Belgrade Serbia with additional staff in France, UK, Italy, Spain, Chile, Japan, and North America- Launched customer care operations in Serbia to centralize European operations - Directed global operations activities that contributed to an 11% customer loyalty improvement- Implemented new systems in (6) six different countries globally- Netted the organization over $1MM in savings over first three (3) years by controlling costs- Maximized employee satisfaction, development and performance using goal settings and performance management practices

- Created a centralized customer service center from a decentralized group of operations to support the dealer network for the company’s southeast region - Completed center creation and centralization and included hiring of staff, Oracle system conversion, phone transitions, and socialization with the field teams, under budget and ahead of schedule - Introduced and implemented new call monitoring procedures for inbound and outbound teams to increase net promoter score (NPS)- Key member of strategic management team developing and implementing corporate growth strategies- Interacted with internal and external customers in response to requests while ensuring operations and procedures were executed, promoting positive business relationships and alliances- Evaluated staff performance and accuracy by monitoring calls, sales orders and client data in addition to analyzing strategic reports- Facilitated entire order-to-cash cycle for more than $400MM sales annually- Consistently recognized as best performing regional center in the company for the key following metrics: order-to-cash cycle time, % billable sales completed, customer service

- Directed national customer service centers’ retail division activities resulting in sales over $400MM- Improved performance from a 77% service level to achieving the 90% company goal within (3) three months of hire- Decreased lost call percentage to world class within (3) three months of hire- Opened 2nd call center to further increase national coverage- Used statistical analysis to make informed process improvements that increased closed sales by 27% - Collaborated with IT to ensure effective customer care systems that enabled the organization to meet customer needs- Worked with IT to gather clean, quality data, and deliver insights that led to actionable changes at the customer level and make highly-strategic decisions- Applied knowledge of operational excellence principles to the organization for achieving productivity and accuracy targets

- Distinguished as the first person in the program and company to achieve Black Belt certification- Identified projects that met Six Sigma criteria, developed and managed project plans and teams in accordance with empirical and statistical methodologies - Responsible for approximately $1MM in cost savings as a result of putting Six Sigma in practice- Led performance management activities, facilitating use of coaching, and other performance evaluation tools- Drove operating improvements and quality performance through productivity measurement and monitoring, staff coaching and training- Managed customer service call center activities including process improvement, financial planning and reporting, facilities management, staffing and employee issues- Managed staff of 300+ customer support employees responsible for the entire order-to-cash cycle for a $400MM region - Centralized operations functions from eight (8) regional centers to one (1) centralized location – (6) six months ahead of schedule and under budget