Mark Kettle Email & Phone Number

Kansas City, Missouri, United States

Provide strategic direction and oversight of change management activities for technology and application deliverables in support of enterprise rail operations. Partner with all levels of the operation to tailor change management strategy to fit the unique needs of each stakeholder group. Draft and delivered updates on a recurring cadence to executive team, ensuring clear visibility to change plans, risk mitigation strategy, and all training and communication activities.• Leading the technology integration change management strategy in support of rail company merger.• Oversight of four (4) Change Management Consultants in development of training and communication material.• Developed change management onboarding SOP within first three months of starting position.

Olathe, Kansas, United States

*March 2023 Perfomer of the Month* Served as Project/Program Manager for enterprise-level initiatives. Assembled project teams, facilitated ideation, and drove execution. Built and delivered executive updates on a consistent cadence and delegated responsibilities to established project teams, while also leading post-implementation discovery efforts, including development/delivery of employee surveys and feedback sessions and creation of KPI scorecards. Additionally, lead Personal Lines Partnership efforts for Service Operations, acting as liaison between Service Operations and Underwriting as well as Product, facilitating Service Operations impact assessment of Underwriting and Product initiatives and executing all facets of change management support. • Developed and executed change management strategy for continuous rollouts of the Flex Auto/Home/Umbrella products and Signal 3.0 driver rating program to the Service Operations enterprise. • Created proactive, scalable, repeatable change communication process and built SOP for Personal Lines Product changes adapted to the Agile PI schedule on two-week sprints.• Developed and executed two pilots returning training to an in-office setting, efforts which proved highly successful in reducing attrition by 10% with projections for in-office training to be upscaled to 50% of all training classes in 2024.• Established new, brand-agnostic metric for measuring employee proficiency through assembly/guided collaboration of a project team represented by executives from each impacted business unit. • Headed four (4) workstreams aimed at reimagining the enterprise training strategy in support of the company’s strategic efforts to calibrate the training experience across all Service Operations business units. • Worked with Training, Workforce Management and business unit partners to develop, coordinate, and execute product upskill training plan for 1200+ Advocates.

Olathe, Kansas, United States

Provided output change management support on behalf of the Technology Service Delivery Team, maximizing people-dependent ROI via development and implementation of effective change management strategy for changes to platforms. • Created process and built SOP for change management and communication activities to coincide with 2-week sprint feature delivery in Rally, the project management platform. This aligned the Tech Service Delivery department around a singular process for documenting and completing change management activities.• Developed process and led efforts to create a unified change management calendar dashboard, where all upcoming changes are housed in a centralized self-service location, saving over $200k annually in repurposed executive time savings.• Stood up UAT testing team to validate the performance of newly acquired process automation technology from vendor, WalkMe. Results verified technology could not keep up with employees. Engaged the executive and legal teams to exit the vendor contract early for breach of contract, saving company over $1 million in upcoming contractual expenses. • Worked with leadership stakeholders to engineer a more digestible monthly department update format, creating a newsletter to replace the previous video format, after soliciting feedback regarding impact.

Olathe, Kansas, United States

Supported key operational initiatives on the Technology Service Delivery Team, providing analysis and driving performance in the implementation of technology solutions across the enterprise. Cross-collaborated with multiple business units to synergize the organization and maximize success opportunities.• Developed SOP for rollout of Pendo embedded help-message tech, including change management communication through use-case build outs and instructions for building messages. • Drafted and embedded platform help messaging to mitigate unnecessary agent contacts to Service Operations. Developed data collectives to validate the impact of platform help messaging in reducing contacts, then built comparative reporting to further verify trends in contact reduction. Using the data collectives, validated the help messages resulted in a 5-10% reduction of topic-specific contact volume.

Olathe, Kansas, United States

Owned execution and change management for core operational initiatives within Service Operations. Provided business analytics and problem resolution alternatives aimed at the improvement of service, efficiency and quality. Closely collaborated with cross-functional teams and business units to implement solutions in alignment with enterprise strategy.• Hired into role to identify cause of deficient agent acclimation to new PolicyCenter policy servicing platform in the two pilot territories. Presented findings to executive leadership and influenced the pause of future rollouts to focus on improving system functionality. Organized communication activities at each organizational level to manage resistance and control the narrative surrounding the pause. The following rollout resulted in substantially lower contact volumes, reduced by over 20%, and lower contact handle times, reduced by nearly 30%.• Created and executed the change management strategy for the remaining rollouts of PolicyCenter platform across all Service Operations. Applied all principles of ADKAR to each phase of the rollout strategy, identifying and overcoming barrier points impacting communication, training, and overall adoption.• Built reporting templates and dashboards to validate user impacts of ongoing platform enhancements.

Olathe, Kansas

Managed a team of 12-15 service representatives tasked with fielding incoming call volume from agents as well as processing underwriting transactions. Responsibilities included quality control and employee coaching as well as delivery of service level results on an individual and team basis, as well as de-escalating agent interactions as needed. Lead daily staff meetings and communicated changes to organizational strategy.• Using behavior-based coaching and ‘inspire to excellence’ leadership principles, provided career coaching and mentorship, developing multiple future Supervisors; five from the most recent team alone. • Identified an opportunity to reduce agent effort on umbrella policy transactions through development of an empowerment campaign to arm front-line Advocates with the knowledge and resources to resolve many of the requests. Partnered with Training Dept. to create upskill training and lead the project change management efforts throughout Service Operations, which resulted in reduction of transfer rate by more than 20%.• Leveraging reporting dashboard, created team and individual scorecards into a reporting template I constructed in Excel, which tracked individual trends against the operational averages to drive performance results of the team and individual team members.

Olathe, Kansas

Presided over National Lock Hardware (NLH) Division with span of control including 3 Account Managers and 20+ Project Managers, serving national accounts including Amazon, Walmart, and Best Buy facilities. Oversaw department’s profit and loss statements, spanning two profit centers and one cost center, and executed various action plans to reduce costs and generate revenue. Negotiated with subcontractors and vendors to secure cost-competitive pricing on hardware and services. Solicited new subcontractors and negotiated hourly contract rates. Managed department inventory and processes specific to lock hardware.• Spearheaded the department’s ‘Paperless Initiative,’ which transitioned the department to electronic delivery and filing of all documents pertaining to the customer, reducing material expenses, creating a more secure records archive, and promoting an eco-friendly environment, saving over 3% of operation costs annually in material and FTE savings from streamlined processing.• Helped lead the development and rollout of new software program to centralize multiple company and department channels around a singular software solution, designed to improve efficiency and reduce quality opportunities resulting from unnecessary hand-offs between departments.• Created the department’s first standardized reporting dashboard for tracking/trending employee performance KPI’s.

Olathe, Kansas, United States

Managed a team of 12 licensed sales and service professionals to assist both policyholders and prospects on behalf of the agent. This team supported company's strategic objectives of improving customer retention and increasing agency productivity by fielding incoming phone volume directed to the agency, thus freeing the agent to focus on attracting new business. Responsibilities included quality control and employee coaching as well as delivery of service level results from an individual and team basis, as well as de-escalating agent and customer interactions as needed. Lead daily staff meetings and communicated changes to organizational strategy.• Served as the liaison between Service Operations and new outsourced vendor for call triage. Developed SOP and led quality calibration calls with vendor. • Represented Agent Service Operations in project to refine and calibrate performance competencies, implemented across all Service Operations sites in Q1 2013. • Created template for real-time call evaluations and led efforts to implement it across all Service Operations sites in Q3 2012.