•Responsible for client service management function for over 14,500 institutional retirement clients and nearly $800B in assets•Manage three distinct client service organizations of 250 associates servicing clients ranging in size from small to the very largest in the industry. Clients include Tax Exempt and Corporate Markets.•Implemented new client engagement model that involved redefining roles, process improvement, new compensation plans, marketing materials, call routing and desk top technology focused on significantly improving client satisfaction while reducing costs•Managed a budget of $53M with associates located in 6 U.S. sites •Achieved Top 2 box (extremely satisfied) client satisfaction score for all segments of 79% while decreasing costs by 10% over same time period

•Management of 100 person staff that provided support for recordkeeping and customer service operations of 4,500 employees across six U.S sites and Bangalore, India. Responsibilities included capacity planning and forecasting, management reporting, system’s readiness, and business planning. •Implemented performance management and resource utilization programs in operations and call center functions that enabled a 20% productivity improvement.•Provide organizational transparency to the use of all 4,500 employees that allow for the cross training and sharing or resources to meet peaks and valleys of business demand.•Responsible for execution of organization wide human capital strategies. Efforts include management of site migration impacting 300 positions in order to reach optimal international footprint.

•Responsible for budget and service quality of a 260 person retirement recordkeeping organization that spanned across 2 U.S. sites and Bangalore, India. Also accountable for organization’s performance on annual SAS 70 audit. •Migrated 80 positions of back office processing work to international service center in Bangalore, India resulting in $3 million in annual savings.•Implemented quality improvement program that included process control review resulting in zero exceptions in the recordkeeping portion of organization’s SAS 70 audit.•Lead site migration relocating 210 positions to predetermined Centers of Excellence within the United States.

•Managed budget and service quality performance of 110 person retirement recordkeeping organization. •Developed new hire training program and career path for employee population that improved development and retention of staff.•Reduced backlog and turn around time on work item resolution by 35%.•Developed risk management framework for all functions of organization and implemented Sarbanes Oxley signoff process.

•Managed organization of 200 customer service employees that were responsible for corrective and timely processing of medical claims and response to telephone inquiries. •Reduced service center average speed of answer and claim processing turn around by 63% and 50% respectively through the deployment of performance management metrics and work load balancing.

•Responsible for service quality of 145 person service center that handled medical claims and telephone inquiries.•Created best practices for ten international claim/call centers through call flow and process efficiency improvements.