Responsible for creating a customer-centric environment which delivers continuity and consistency across all aspects of customer engagement to retain and attract a customer base which naturally evangelizes the services. Managed a cross-functional team of 900+, including vendors, with four direct reports and a budget of ~$25M.• Developed customer contact strategy including new call center technology that enabled an omni-channel experience, real time coaching for associates, and AI (Artificial Intelligence)/ML (Machine Learning) offering next best action.• Spearheaded development and implementation of performance management system including goal setting, dashboards, coaching, quality measurements, rewards and recognition which empowered agents with real-time performance criteria. • Implemented Net Promoter System across company, measuring business and residential relationship and transactional sentiment. Captured customer feedback, and created actionable improvement plans which achieved 32% improvement in relationship NPS (Net Promoter Score).

Selected to stand up business unit to oversee the transformation of the customer experience by improving processes and systems resulting in increased brand affinity, customer retention and acquisition and reduced expenses. Developed the organizational approach to journey evaluation from end-to-end, including governance and oversight structure, benefit measurements, and developing strategic roadmaps in partnership with divisions and HQ.• Launched teams to support Repair & Reliability, Sales and Order Entry, Billing, Strategic Tools, Net Promoter System, and Comcast Business.• Partnered on design and delivery of Site Readiness process alignment workshop and created efficiency plan that scaled across all divisions while developing requirements for tool to automate information flow.• Stood up the Net Promoter System (NPS) from socializing the concept through deriving and implementing improvements gained from insights.• Played key role in development of FCC Consent rules for Bill Redress, including developing requirements for identifying, tracking, reporting, and communicating bill disputes and resolutions while ensuring the customer has signed off on the services and costs.• Improved accuracy of orders and speed of order entry by 50% by streamlining order entry process from >30 clicks to <15 clicks.• Redesigned Self Install experience to reduce failed attempts and related call volume by 3%.

Developed and implemented strategic roadmap to achieve financial objectives and meet all regulatory and compliance requirements while improving the experience for 9M+ customers and 1000+ employees. • Implemented over 100 projects resulting in 8% reduction in operating costs, 2% improvement of prior month’s billed revenue collection, 4% increase in debt recovery netback, and 3% improvement of NPS.• Exceeded cash collection goals by at least $5M per year, recovered >$200M from written off accounts, and prevented $45M in bad debt.

Selected by department VP to turnaround B2B collections and dispute resolution teams who were not meeting financial objectives. Achieved days sales outstanding by 15+ days, balances > 30 reduced by $30MM+, credit evaluation timeline reduced by 50%, and resource turnover was reduced by 5%.

Personally selected by business unit SVP to build team to resolve wholesale billing disputes for customers with monthly recurring revenue up to $16M. Achieved 61% reduction in dispute resolution cycle time from 109 to 42 days.

Commissioned by SVP to identify process and system synergies across multiple business lines to create customer self-service model while increasing customer satisfaction. Developed plan with ROI and timeline.

Recruited to implement new products, enhance existing products, create system requirements for order processing and billing, and develop catalog of processes for service delivery organization.

Performance Measures & Metrics, Revenue Assurance, and Standardized Ordering/WorkflowPartnered with Telecom senior leadership on critical operational improvements, including development of order entry and workflow management systems, golden thread for key performance indicators from top to front line, and quality assurance processes for billing and revenue assurance resulting in a $14M recoup of lost revenue.