Maureen Areia Email & Phone Number

Holmdel, Nj

Evolve Customer Care's online channels by promoting the use of the online account and support via transactional email messaging. Grow and expand the use of chat - reactive and proactive - as a means to improve customer satisfaction and reduce overall Care costs. Reduce reliance on 'contact us' email as a support channel.

Process design, standard operating procedures, technology support and web content for Customer Care organization; focused predominately on marketing retention.

Directed customer service and sales support operations for a start-up company’s flag ship eBusiness product: an online marketplace for buyers and sellers of services (financial, home, auto) using an auction based pay per lead revenue model.• Developed service strategy, policies and procedures for product launched July, 2006.• Led the implementation of three vendor telemarketing call centers over a three week period - critical to achieving planned revenue goals.• Lowered unit cost by more than 30% while simultaneously introducing offshore call centers to maintain projected revenue growth.• Reduced average call handle time 10% and complaints 20% by developing and implementing a quality management process.• Created work around processes to address issues with beta launch to meet revenue objectives.• Led integration of sales and service to a single contact management platform enabling a seamless, professional interaction between the company and customer.

Managed operational readiness for the sale of the Property and Casualty business to two, separate purchasers and managed “post-close” transition services supplied to the acquiring entities with the following results.• Concluded closing activities within 4 months, enabling the sale to proceed 2 months earlier than planned; delivering sales equity and reduced business risk ahead of schedule.• Controlled financial exposure related to vendor contracts, ensuring only a small portion of vendor related expenses (5%) were absorbed by the parent (selling) company.• Managed service levels to 98% compliance; no buyer disputes required escalation to the Operating Committee. • Led a cross-company, cross-functional team to move a large call center operation to the buyer’s infrastructure and location, enabling transition services to be completed in accordance with the contract.

Led the transformation of three regional call centers and supporting administrative operations, serving 1.8 million.• Reduced operating expenses 20% by directing changes to organization, process and technology.• Collaborated with business units to leverage a common technology for customer relationship management; avoiding $1.6 million in licensing fees and reducing maintenance expense.• Jointly developed an application to combine financial and insurance products under a single internet portal for customers; recognized as a first in the financial services industry.• Led a cross functional team to create and add ‘self service’ features to the customer internet application; reducing calls by 22% and trending toward $2 million in savings within one year.• Evaluated an off-shoring opportunity’ resulting in a new call center deployment strategy.