Lisa Lebrun Email & Phone Number

Quebec, Canada

Quebec, Canada

eCommerce Platform (Recreation & Registration)In April of this year after having a very productive 2022 growing and Implementing new processes within the PS Team, and working to optimize where we could in Customer Care, I was invited to take on a new opportunity at Amilia & also lead a large business transition, taking over the Leadership of the Customer Success Team. The invitation included:-Bringing on & ramping up new Team members-Planning the expansion of the new CSM portfolio-Revisiting processes & re-evaluating how we presented value to clients -Rebuilding compensation plans and KPI Targets-Planning transition of accounts to a more vertical focused structure. Create experts in specific areas, & better service our clients. -Implemented & rolled out "Client Specific" Playbooks starting in Onboarding.-Drove Bandwidth tracking and resource forecasting initiative in PS-Created VIP Onboarding process for Strategic clients -Created process for evaluation & scoping, & launched the testing phase of "Reporting as a Service".

Quebec, Canada

eCommerce Platform (Recreation & Registration)Leading up the Client Services division of CX. My Department is made up of 2 amazingly dedicated Teams of Amilians, Customer Care & Professional Services. We are focused on providing high levels of Client Satisfaction, delivering exceptional on-boarding’s & ensuring we and the clients have fun, while we do it all!!! Grow, set up to scale, & measure are key focuses as Amilia continues to expand.Main accomplishments/ initiatives driven in 2022: -Power Bi Dashboard tracking Sales to Go Live metrics-Established R&R between CSM & Customer Care Teams-Establish R&R between Implementation Consultants & Project Coordinator roles to clarify ownership & streamline responsibilities-Drove Roll out of handoff Doc from PS to Customer Care-Launched Employee of the Month program & "Appreciation" initiative across CX-Defined & Tracked KPIs & for Customer Care & Professional Services-Created Client Health Process in PS for tracking Risk during Onboarding (Cadence & Workflow)-Created requirements for Salesforce Dashboarding to track PS Metrics-Created Red Flag process in Customer Care for High Risk customers-Drove the creation/Implementation of Sales hand off to PS-Created process for Response times & follow ups in Customer care related to Priorities /Jira's -Identified areas of the business where additional revenue is possible (Reporting, API, & additional services in PS)-Initiated & contributed to the creation of a Scope of Work Doc. (SOW) for professional Services

Montreal, Quebec, Canada

Telecom Expense Management Software (TEM SaaS Platform)After the acquisition of Cimpl and reporting to the VP of professional services, my leadership became more focused on the Managed services side of the business. In a short period of time I took on the only other managed service dept in the company, and expanded my knowledge and skills to also lead the Invoice loading team. At this point my team had to grown to approx 40 managed service specialists, with 3 Team leads. Supporting clients within our portfolio having MRRs of 60K and more, for our services.My main focus was making sure clients signing up for managed services were well set up after the onboarding process, and had the daily support they required to accommodate their business, and fulfill any requirements not supported in the platform.Our services included placing orders on the clients behalf for wireless and wireline services, AP and chargeback file management, payment management, reporting/data and Billing analysis. We also helped to to open and set up seasonal locations for clients, by coordinating technicians and installs of different Telecom services.Process improvement, KPIs, CSAT, Partner mgmt, ensuring our services remained “in scope” and “on budget “, and reducing Churn also fell under my responsibility.

Montreal, Canada Area

Telecom Expense Management Software (TEM SaaS Platform)Reporting directly to the President of Cimpl, I brought on board a US team and we expanded our services into the US Market. Managing a team of 20 plus employees with 2 Team leads assisting me, my role became more strategic. Driving KI’s and KPIs within my dept, my focus was on creating initiates within my team to increase client engagement, CSAT and NPS, while at the same time creating a process to monitor work effort vs client MRR, to ensure my dept was profitable. I Implemented a process to monitor deals coming to closure in the funnel, in order to scope well the work effort required to support them, and ensure contracts have the correct scope language pertaining to Managed services.- Increased CSAT from 3.7 to 4.1- Increased NPS from 39 to 77- Increased client visits from 84 to 103- Increased on Budget clients 69% to 88%- Total Audit savings 748K realized- Total savings MS 346K- Implemented timesheet tracking system to properly evaluate work effort-Refined CR process to eliminate MS scope creepIn 2019 Cimpl was purchased by Upland software where I planned & coordinated the migration of my Client Engagement team over to the Zendesk ticketing system, and divided the unified team between Managed Services and a Support Desk. Moving the clients simultaneously between the 2 teams with little to no disruption to their service, as we cross trained and moved customers from the existing support structure to the new one.

Lachine, Quebec

Telecom Expense Management Software (TEM SaaS Platform)Core Value Award in 2013 for GrowthReporting to the Director of Operations and starting with a team of 5 Client Engagement Managers in 2012 and 1 Managed Services client, I was hired at Etelesolv (later changing its name to Cimpl) to build a solid foundation for the Support Dept who serviced approx 35 clients at the time , and to expand and structure of our Managed Service offerings.Over my 6 years as a lead I increased the scope of our Managed service offerings, provided clear metrics to report monthly on each of the services being delivered and increased the size of the team from 5 to 20.

Corporate Dealer- Bell MobilityWorldlynx Achievement award in 2011 for outstanding performanceReporting to the VP of Operations and overseeing the Operations teams for the Eastern Region of Canada, including both customer Support and Services Teams for Bell Mobility’s largest dealer. Managing the transition of the Operations teams and Corporate customer base over to multiple new software platforms after an acquisition. Managing a cross training program and roll out dates to ensure all Support staff was adequately trained, and all transitions happened with minimal customer impact.Overseeing daily operations including order placement for all Corp Hardware, special client requirements, repair and warranty replacement services and large Porting/ deployment projects requiring white glove service.

Honoured with Presidents Club award 4 out of 5 years eligible.Reporting to the Customer service Director and Overseeing a team of 20 plus employees both local and remote across Canada. Managing training, day to day staff support, customer escalations & Delivery timelines for large client hardware deployments. Owning the “Red Flag” process to ensure any clients flagged as sensitive had their orders signed off on for quality assurance.

Reporting to the Customer Service Director, I was a Customer service Representative responsible for the day to day ordering, support of prestige list of Corporate clients. Ensure orders were placed on time and meeting all quality assurance standards. Maintained a 99.5% quality assurance rate.

Amc- Advanced Management Course- Cycle 2 (Mini Mba Program), Mini Mba Program

Education record

Leadership Training for Managers

Imt- Integrated Management Thinking Cycle 3 (Mini Mba Program)

***Diploma- Mini MBA Program***

Edc-Executive Development Course-Cycle 1 (Mini Mba Program)

Diploma-Natural Health Consultant, Psyco-Energetics

Skills For Success

**Breakthrough & Leadership Awards**

Mini Mba