Oversee the portfolio of projects supporting our Customer Service operation for USRM within PMO. Responsibilities include:- Gaining alignment across executive leadership, product owners, and operations support teams on priority of initiative.- Assessing estimated value impact to the business.- Defining scope of needed deliverables to inform final charter and project critical path.- Maintain backlog of requests and ensure portfolio health by identifying risks, impacts, and removing roadblocks.- Be liaison for Customer Service leadership team and supporting business teams through identifying impacts and opening up cross-functional communication channels.- Lead projects of very high complexity and very high visibility across all Service functions with cross-functional impacts.In this role, I led work to standardize processes related to scoping, prioritization, gaining alignment, maintaining backlogs, and more. Results of this standardization include reducing charter sign off time by 41% and improving initiation phase cycle time with a 56-day reduction between project submission and PM assignment. Within 12 months, I gained prioritization alignment on projects worth an estimated $131M in value back to the business. Additionally, in this role I serve as co-leader of the Project Manager Resource Group's (PMRG) Communications & Community Engagement Committee. The PMRG is an employee resource group dedicated to creating an inclusive community for project managers and those doing PM work. In this role, I oversee two groups putting on monthly member events, the publication of the PMRG newsletter, and maintain connection with other Enterprise ERGs.

Led cross-functional teams through initiation to monitoring of GRM US projects of high to very high complexity across Service, Sales, and Claims organizations. Responsibilities included:- Establishing collaborative and diverse project teams representing all impacted and/or impacting functions needed to implement change.- Communicating with invested executives on project status, identified risks and mitigation plans, and decisions needing escalated input.- Injecting change management principles into implementation strategy to ensure adoption of process changes.- Established and monitored project OKRs and KPIs to measure impact of changes.As a result of leadership over these projects, I impacted the business in numerous ways. I maintained project oversight of initiatives up to $5M in estimated ROI back to the business. Through an efficiency-focused lens, I led a team which improved service levels in aligned call centers by 28%. I transformed service call center staffing strategy leading to a 24% reduction in overall attrition. Throughout all of these initiatives, I achieved and maintained an average 9.6/10 satisfaction rating from stakeholders on overall project lifecycle management and engagement.

Led cross-functional teams through initiation to monitoring of GRM US projects of medium to high complexity across Service organization. In this role, I oversaw projects resulting in the following:- Realigned 200+ employees across virtual and brick-and-mortar service contact centers to support growth and call flow opportunities.- Designed holistic onboarding model for call center Supervisors to improve day-one on the job effectiveness.- Facilitated UX Design workshop which led to development of new document request process with 20% reduction in service processing time.- Built and facilitated 10+ workshop sessions for cross functional and internal partners, utilizing Lean, Six Sigma, and UX design tools and principles.- Directed business effort to transition over 350 service call center employees from in-office to remote set ups, including creating sustainability plan for virtual hiring.- Designed change management strategy via creation of continuous improvement processes across GRM US.

Led cross-functional teams through initiation to monitoring of USCM projects of medium complexity across Service organization. In this role, I oversaw projects resulting in the following:- Managed business workstream of knowledge management system launch, aligned support from cross-functional teams, and oversaw rewriting and improvement of over 250 content articles.- Supported service call center leadership in growing 2017 tNPS scores by 9 points through synthesizing call analytics, developing new standard operating procedures, and prioritizing projects based on customer service impact.- Designed and deployed new transfer protocols to service call center, resulting in reducing call handoffs up to 6%.

Led cross-functional teams through initiation to monitoring of USCM projects of low complexity across Service organization. In this role, I oversaw projects resulting in the following:- Won President’s Award for improving end-to-end experience of out of state drivers registering cars in MA with electronic RMV1, creating $500,000 in savings.- Streamlined handling of local sales office inbound mail by routing to centralized handling team, redirecting over 50,000 requests annually.- Maintained library of frontline Standard Operating Procedures, including conducting numerous frontline focus groups to direct improvement of process flows, leading to a 50% reduction in word count.

Assisted with scheduling, interviewing, training, and development of service and sales team members in local sales branch.

Answered 25+ inbound customer calls a day within service level, generated leads, and partnered with sales representatives.