In this executive leadership role, I oversaw enterprise-wide technology implementation initiatives. I led Agile and Scrum software development lifecycles and data warehouse projects while audting operational, communications, and technology-related processes. A highlight of this period at Credit Protection Association was my collaboration on the development of the Results Performance Initiative (RPI) where I spearheaded the identification and optimization of data-driven operational strategies and business processes to increase performance and profitability. As part of this umbrella initiative, I led implementation of data analysis and reporting standards to help executive leadership visualize financial improvements and elevated customer service and client communications through improvements to call-center routing, call-type analysis, test and control groups, which enhanced quality and streamlined efficiency. Finally, I managed both direct reports and matrixed teams of managers, analysts, and data processing professionals while tracking internal and external projects to ensure consistent workflow, prioritization of backlogs, and adherence to Agile sprint schedules.

I was responsible for leading a large cross-functional team across four client-centric business units, including client support, integrations, programming, and development while directing enhancement of SQL-based client-related programs and products. I also trained and managed four directors while helping to oversee a 50-person staff of client services professionals, programmers, application developers, data warehouse personnel, data analysts, and back-end operations employees.During my time in this role, we made great strides in operations and business intelligence initiatives that further optimized the company’s customer service and collections efforts. I drove change management efforts as a member of the organization’s executive leadership and compliance board, owning decision-making responsibility for organizational, technological, and digital transformations and changes. This led to the collaboration with IT leaders, compliance teams, and company executives to determine process changes, create formalized policies and documentation, and instill standard operating procedures company-wide.Leading the enterprise migration of multiple legacy systems into a comprehensive SQL-based platform while driving the department-wide implementation of Agile development and Scrum methodologies is a big win during my time leading the client services team, and this carryover project led to my promotion into executive leadership.It was also my responsibility to conceptualize, optimize, and drive the success of overall client services strategy to ensure continual alignment with client goals for key accounts, including National Grid, Cox Communications, National Fuel, Mediacom, and other utility providers. I owned client reporting, instilling checks and balances for tracking, reporting, and review of month-end revenue to continually confirm client targets were met or exceeded.

During my longest tenured role in the company, I oversaw the day-to-day corporate operations while leading a team of managers, analysts, and developers in implementing continual organizational changes to ensure the company remained current and technologically relevant during a time of worldwide digital transformation. I instilled strong technology foundations, data best practices, and enterprise-wide policies and procedures to ensure the company remained current in operations, business intelligence, software, and data management. As part of this effort, I identified areas of process improvement to conceptualize and implement automations for accounting and reporting, financial analysis, and business intelligence, including initiating a web-based payment solution.I also improved data analytics and business intelligence initiatives efficiency through launch of internal data warehouse initiatives that improved internal and external reporting needs. I also played a key role in saving the company significant costs while elevating customer service quality by collaborating on the opening of a 24-seat call center to internalize operations that had previously been outsourced. Lastly, I owned client strategy management and ultimate accountability for data and process compliance with FCRA and FDCPA, acting as the in-house collections expert to respond to and alleviate potential legal action and concerns. For all of these accomplishments, I was recognized with receipt of the President’s Award for Outstanding Achievement due to significant contributions to the company’s change management initiatives, digital transformation, and overall growth.