Selected to design & launch the Enterprise Forecasting Team responsible for improving capacity & planning for 9100 care employees in 30 locations across the US. Responsible for directing the S. California operations team accountable for all aspects of operations for 1600+ associates spanning 9 call centers (including Outsourcers in multiple countries). Leader for the S. California Care Project & Communications team who are responsible for implementation & communication of all Care projects impacting 1600 Care employees. - Selected as Enterprise Workforce Leader to implement & direct call volume forecasting & resource planning for all care call centers across the Legacy TWC enterprise - Devised & executed strategic forecasting models designed to project monthly call volume & proper resource capacity for 6 distinct markets across the U.S. who were responsible for handling 89M calls annually- Improved Enterprise Customer Care calls answered within 30 seconds from 62% in 2013 to 72% (70% goal) in 2014- Influenced the year-over-year improvement of Enterprise Customer Care customer satisfaction scores from 82% to 85% - Accountable for the development & management of a $80M annual departmental budget- Successfully exceeded market budgetary goals by reducing overall expenses by an average of 2.5% for the past four years - Surpassed market customer satisfaction goals 4 out of the past 5 years (one year missed due to CBS contractual dispute)- Designed standardized Team Topic processes that ensured minimum impact to client service - Instituted a standardized call center outlook model that was incorporated in all customer care workforce operations across the Time Warner Cable Enterprise- Structured a uniform agent scorecard which would later become the standard model across Customer Care and Retention- Launched a Career Progression program with a goal of promoting performance

Cultivated a management team in all aspects of call center operations for both inbound and outbound services. Facilitated staffing, workforce analysis, planning, and capacity management. Headed the orchestration of enhanced productivity, quality, and customer-service standards. Executed and integrated efficient operations by designing, implementing, and evaluating call center processes. - Instituted a productivity model responsible for improving operational efficiency by 27% (CPA 505 to 641)- Improved employee attrition from 97% to 21% in less than 1 year- Crafted executable operational practices that established positive employer-employee-client relationships and promoted high levels of employee morale- Created and communicated the expected standards of performance for all employees. Identified and resolved service challenges

Cultivated and shaped the activities of employees in a banking and credit card call center environment; enforced compliance for established standard procedures and practices, ensured new employees were trained, administered work schedules, oversaw work performance, and scrutinized operations to ensure security procedures were being followed. Also responsible for examining and analyzing reports, records, and directives and briefed the Center Senior Vice President with planning for department activities, such as new commitments, status of work in progress, and problems encountered. Consulted with customers to resolve account-related problems and to ensure positive public relations. Explained services to potential personal and business account customers to generate additional revenue for the company. - Championed the creation of student loan operations & call center that supported the funding of $114 million loans in a 13-month period - Reduced Care’s average speed of answer from 15 minutes to 14 seconds with 92% of the calls being answered in less than 30 seconds- Enhanced call center abandon rate from 22% to 2%

VP & Six Sigma Master Black Belt (Process Improvement Mgr.)Analyzed operating procedures to devise most efficient methods of accomplishing work: Planned study of work problems & procedures, such as organizational change, communications, information flow, or cost analysis. Conducted operational effectiveness reviews to ensure functional or project systems are applied and functioning as designed. Developed and updated functional or operational manuals outlining established methods of performing work in accordance with organizational policy. Responsible for developing, applying and teaching the "Six Sigma Breakthrough Strategy and Methodologies" quality program. Expedited foreign account establishment from 25 days to 72 hours, which decreased firm expenses by $750,000 annually Improved asset distribution efficiency by 38% resulting in a $530,000 annual expense diminishment Increased foreign tax documentation quality through a 57% defect reduction, which reduced annual expenses by $365,000 AVP of Call Center Customer ServiceLeader for multiple operation &call center support organizations. Directed team responsible for establishing Domestic, International and On-line financial services accounts for 700 domestic and 240 international offices in 40 countries. Charged with strategic planning, staffing and financial performance of organizations. Organization was responsible for servicing over 1 million service calls and 2 million electronic service requests annually. Chosen as "Top 1% High Potential Managers" (6000 + employees) within Merrill Lynch Private Client Services and Technology (PCST) Attained top "Employee Survey" results: Managerial Excellence: 4th; Employee Commitment: 1st; Service Environment: 1st; Average cross all survey questions: 1st Progressed "overall client satisfaction" rating from 59% to 73% within 13 months and 82% within 18 months