Helping sales in the areas of *Inside sales process*Sales objectives at all levels throughout sales organization. *Partnership approach (Outside/Inside)*Leadership dashboard reportingClient confidential

Created Managed Business Objective plans for the entire sales team at Follett School Solutions including all levels and all positions. Worked hand and hand with Senior Vice President and Regional Vice Presidents in creating, gaining buy in and approvals and for distribution and implementation. During this timeframe also lead a project for significant change in the sales department which included recentralizing the technology outside sales team to report directly to me.

Provided sales leadership for inside sales associates selling digital content and SaaS technology into Pre K – 12 school districts nationwide. Responsible for hiring and maintaining head to sales ratio, performance management, creation of annual quotas and incentive plans, determining projected sales by territory and achievement of revenue/product goals.  Successfully realigned inside sales resources due to downward educational spending in marketplace. Quota achievement between 104% and 160% continually over my tenure. Viewed as respected leader with above average performance. Implemented a sales forecasting methodology with up to 97% accuracy on all technology contracts.  Led a National Technical Consultant team focusing on pre-sales presentations and post-sales implementation for all sales representatives be they Outside Sales or Inside Sales. Created measurements tied to their involvement in actual sales resulting in increased productivity and sales. Provided leadership to bids and proposal teams for all technology proposals. During this timeframe project led the creation of an estimate tool for representatives reducing request cycle time by 5 days. Led Sagebrush Inc. acquisition for sales. This included project managing the closing of its facility in Caledonia MN. Project ensured proper internal associate and external customer communication. Consolidated new sales associates with Follett Sales by realigning territories, and implementing new incentive plans. Collaborated with other departments such as HR, Finance and Marketing on entire project. Built new outside sales team with specific focus on complex classroom product selling to larger districts nationwide. Based on this entry into the marketplace company obtained invaluable feedback.  Sold and assisted sales for technology platforms at many major districts including owning the first sale of Cognite a learning management system.

Led teams responsibility to handle all calls related to technology products sold. This included new project implementation management leading projects for customers, customer billing support, and after sales technical support.  Increased service level satisfaction by 7% on technology platform issues with a reduction of headcount strategy. Reduced abandon calls by 30% within the first 3 months through a combination of correcting routing as well as collaborating with team members allowing customers to access needed information on the platform or ensuring it was provided at implementation.  Standardized quality monitoring and measurements to ensure consistent approaches are used when handling any situation a customer encountered. Reduced the number of unresolved issues increasing one call resolution results by creating a tiered skill set approach. Created account manager process including introduction, what to expect, process overview, and commitment letter that improved customer understanding gaining immediate acknowledgement of delivery of their software purchase.  Decreased project management budget expenses by 20% based on improvement efforts and projects completed as well as shedding smaller projects to be owned by the call center support personnel eliminating travel needs.

Director of Operations - Elgin, ILProvided leadership for the Elgin contact center (200+). This included budgeting, goal setting, performance management, and policy administration. Standardized KPIs across region ensuring associates understood accountability and how they would be measured. This alone increased service level by 10% and reduced costs by over 10% in backend operations. Implemented “NICE” quality monitoring system increasing business focus performance verses Agent-Centric. Developed tools to dashboard first contact resolution, AHT, interaction analysis, abandon and occupancy rates.  Scored fourth highest respected leader from an HR survey conducted on all leaders company wide. Project led call center build out based on other center exit strategy and anticipated customer growth projections. Exceeded company service level expectations during process of reconfiguration and high hire mode of new consultants. Received JD Power and Associates award for top quality of service for call center satisfaction results.

Director of Telesales and Outbound Retention – Elgin, IL (Ameritech Cellular acquired by Verizon)Responsible for leadership of acquisition and retention teams leading to increased sales and higher retained customer’s revenue. Created inbound and outbound inside sales team which included all staffing and space build out requirements. Achieved renewal rate of 75% based on contact establishment an increase of approximately 25% from prior years - received high award for retention achievement. Change agent responsible for the elimination / transition of the entire outbound sales/retention team to customer service focus based on upcoming acquisition by (GTE / Verizon). Director of Customer Service acquisition project – (Ameritech - Cybertel acquisition in St. Louis, MO) Provided leadership to a newly acquired call center providing vision and substance to all acquired call center representatives during project.  Provided leadership to 100+ call center employees acquired with the purchase of Cybertel by Ameritech. Reduced inbound queues from six to two by cross training existing centers to shed calls away from St. Louis. Increased service level by 10% and decreased abandon calls by 30% based on Cybertel historical measurements. Assistant Director of Marketing Systems – Hoffman Estates, ILLed a team responsible for all end user business requirements definition. Reduced vendor cost by 70% by enhancing screens allowing business users to make changes without additional programming.  Designed project management guidelines including process flow analysis where the main focus was on increased productivity of center. Owned design on the most significant project for customer service called “Expert Entry Portal”. This change reduced entry screens from 6 screens to 2. The project eliminated over 50 key stokes from legacy screens and reduced errors by 50%.