Keith Romeo Email & Phone Number

Atlanta, Ga, Us

Greenville, South Carolina, Us

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.

Tirat Carmel, Haifa, Il

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

Franklin Lakes, New Jersey, Us

● 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.

Atlanta, Georgia, Us

- 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

Exton, Pa, Us

- 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

Atlanta, Georgia, Us

- 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

Business Administration

Business Administration And Management, General