Oversee 30 Managers and associated staff for Youngstown (1000 call center reps) and Cincinnati (200 call center reps) call center operations managing B2B and B2C inbound/outbound calls, generating approximately $25M in annual sales. Manage daily operations and P&L accountability. Champion organization-wide change management initiatives to increase reporting team visibility and project planning/development/implementation of leadership guide with information that demonstrates how the new changes will impact agents and workforce performance. Lead strategic planning, including leadership development, talent management and team building to optimize performance. Develop and implement various training materials to educate all levels of the organization, including Directors and VP.• Led company-wide transition from hourly billing (guaranteed rate) to per minute billing model (variable rate) during DirectTV acquisition by AT&T to maximize call occupancy, revenue, efficiency, stop gaps, and maintain optimal profit margin.• Achieved growth margin increase of 20% YOY.• Developed and implemented attrition reduction program that achieved 14.4% to 12% reduction (versus 12% reduction attrition goal).• Served as trusted advisor to VP and COO to educate them on the utilization model, the impact on revenue, and presented data/KPIs to show measurable results.

Started business initially after securing business as independent consultant and advisor to venture capitalist client looking to enter telemarketing/call center business and continued to grow client base and business. Identified target audience/client profile and reporting process/procedure and developed pitch/presentation and strategy, demonstrating call center expertise for establishing profitable infrastructure; including IT solutions, billing structure, outbound call program development, training, quality control, and talent management/staffing plans. • Served as trusted advisor to company Owner/President/CEO all aspects of operations, including policies and procedures, reporting, training, analysis, dialer specs, quality assurance, client interfacing, performance evaluations, profitability, program viability, business acquisition, and more.• Orchestrated effective, strategic management practices for young companies, implementing SOP policies/procedures, analytics, agent training/development, dialer systems, QA systems, and revenue growth plans. • Conducted Viability analysis and quantitative analysis on acquisitions.

Oversaw operations of 5 Internal Call Centers and expanded sites to nearly 600 employees across U.S. Leveraged offshore vendors to manage call overflow. Developed operation SOPs that drove record breaking growth. Managed successful company-wide operational functions, including staffing, call handling, efficiency, quality, KPI’s, growth of existing business, winning new business, client interaction, development of staff, reviews, budget, P&L management, etc.• Led fundraising and religious division and financial and telecommunications in varying segment, vertical, s the Division Head.• Successfully raised more money through phones than any non-profit worldwide, achieving top 5% in performance and expanding professional opportunities to director-level and higher.• Launched new location in new Castle, PA from 2005 to 2008 and grew operation from 1 to 3 call centers in Boardman, OH in Senior Manager role to manage non-profit division and managed testing of all new clients and programs across 6 divisions.• Grew profitability of business by expanding operations to 24/7 365 days with over 100 clients and 100 different inbound call types, recognized as first inbound call center at Infocision.• Conducted donor analysis, list testing, script writing/testing, customer/donor conversion, and efficiency. • Successfully grew offshore business in Puerto Rico by 50% in less than 12 months from 2011 to 2013 developing/implementing new business model that overflow volume of less complex and technical customer service calls to Nearshore call center by leveraging client relationships and partnership to solve client handling concerns and P&L pressure. • Determined program and client viability based on client and company profitability.• Doubled profit in Media Division in less than 12 months; and grew business by 50% in Media.

• Promoted to oversee National Test Center, the incubator for all new company initiatives.• Managed testing of all new clients and programs across 6 divisions.• Conducted donor analysis, list testing, script writing/testing, customer/donor conversion, and efficiency.