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.
• 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.

• 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.