• Support the Quality Assurance manager in a preparation for an ISO Audit providing overall clean- up of key areas. • Worked closely with the management team (over 50) to have all employee job descriptions updated with role changes and any required mandatory training sessions to align with audit requirements. The project had a 4 week window to bring to fruition; a 93% success rating.• Review and update company Work Instruction; stream lining for overall process improvement and accuracy. • Research of Corrective Action Reports (CAR) identified and yet unresolved from a prior audit. Provide the root cause, the actions needed and the solution of the problems.

Streamline the communication notification process to call center staff.Active, positive interaction with client management and solutions resolution team.Developed and forged strong working relationships across the QA team, training team and the call center. Created strategies to improve the QA process providing consistency and clear expectations.Unification of staff to develop one team approach for meeting and exceeding client expectations.

Building new business relationships with LTC providers for delivery of medications to patients.Foster open relationship with current customers increasing satisfaction.Increase client base to maximize staff and facility delivery territory.Creation and design of all marketing materials.Design strategey for increased customer base

Review all operational functions for determining cost savings and redundancy in processing efforts.Create documentation of procedural and system applications. Focus on customer retention and relationship building for current and potential clients. Audit and research of all accounts payable clients while actively managing delinquent accounts to bring accounts to a current pay schedule.

Reduced overall operating costs by 150%, bringing the organization into a profitable status for the first time since transition to the Business Processing Operation (BPO) in 2002.Reviewed trends in call activity, providing results to client owners with detailed analysis and proactive solutions implementing the best in practice processes.Created and provided modifications to workflow and call disbursement to enhance the contract owner experience. Successfully managed several large projects to disburse over 10 million dollars to 14,000 contract owners from a court settlement in 2006 and a second disbursement to over 140,000 contract owners totaling 180 million dollars. Projects were managed and delivered within budget and on target.Exceeded overall Service Level Agreements (SLAs) providing stellar service to contract owners within operating budget.Established and maintained strong working relationships with the multiple client owners in various locations.Proactive in problem resolution regarding peak call times and seasonal volume spikes. Active management of administrative team of 35 and a claims team of 5.

Managed east and west coast teams of over 40 agents responsible for preparing all AARP member correspondence. Correspondence volume averaged 40,000 each week. Responsible for installation and management of new Genesys technology to support email communications.Processing time improved by over 300% increasing customer satisfaction and intent to renew.Managed Contact Center relationship with an outsource vendor. Supported project to transition non-complex white mail and email to an outsource organization. Implemented Kodak image technology to create paperless process.

Directed client in documentation of modifications and functions required to support systematic commission processing through parent company. Managed Quality Assurance personnel consisting of both CSC and client resources. Monitored development of test plans, test criteria, testing cycles and results. Assured quality ratio of 99% in testing process. Supported operations by providing financial management control, schedule coordination, contract data administration, financial support and coordination. Actively interfaced with all levels of management in multiple locations.

Implemented service standards by developing an automated process to track all incoming and outgoing customer contacts. Resulted in a backlog reduction and an increased quality ratio along with positive customer satisfaction survey results. Created first budget for a Life Client Services Division. Reduced annual overtime budget by $185,000. Managed staff of over 70 and also supervised telephone call center of 40 that supported calls regarding Executive Life Rehabilitation plan and restructured contracts. Worked directly with PC and mainframe programmers to implement system changes in support of division and corporate goals.Hired additional professional staff of over 40 for all processing units within division. Project manager responsible for the Irreplaceable 6, Article 22, Guaranteed Issue Agreement that related to the Rehabilitation Plan.