Mark J. Caple Email & Phone Number

Murray, UT, US

Provide comprehensive analysis and reporting on budgeting, strategic planning, activity-based costing, variance analysis, patient accounts, and operations data. These insights are integral to ensuring sound financial operations. Serving as a key resource, I deliver decision support to management and offer subject matter expertise to guide complex projects.

Columbus, OH, US

Broomfield, CO, US

Broomfield, CO, US

Broomfield, CO, US

Oakland, California, US

• Recruited to oversee day-to-day operations during and after the transition of regional functions to a shared service model. As the key operational liaison for member services support and claims administration in the.
• Successfully integrated two regional organizations into a unified shared service model for Member Services and Claims, ensuring a seamless transition.
• Earned high praise from the Northwest Vice President and Senior Director of Customer Experience for exemplary contributions.

Everett, WA, US

• I was recruited to lead the strategic direction and operations of the Snohomish County Public Utility District’s customer service division. My role involved spearheading performance management initiatives and driving.
• Rapidly implemented significant changes to the District’s credit policies, delivering substantial financial benefits to customers within an accelerated timeframe.
• Improved call center service levels by 44% and reduced abandoned calls by 33% within just one year.
• Decreased bad debt expense as a percentage of overall revenue by 0.13%, resulting in a reduction of approximately $1 million.

El Segundo, CA, US

Promoted by executive leadership to oversee Business Operations across an enterprise spanning 37 sites.Key achievements include:Supported a newly formed team of five Business Operations Managers, guiding them in conducting and documenting complex financial and operational analyses across multiple sites. These insights enabled executives to make informed.

El Segundo, CA, US

Recruited by the Executive Leadership Team to spearhead a greenfield initiative for an owned and operated contact center. I was responsible for overseeing all Customer Care operations, with a focus on developing and implementing multi-tiered strategic plans aimed at achieving a three-fold gain: enhancing customer satisfaction, boosting employee engagement.

Minneapolis, Minnesota, US

• Served as a key liaison between Customer and Field Operations and Corporate Finance focused on monthly variance reporting and the annual budget create cycle. Supported numerous organizations (Customer Care, Meter.
• Served as project manager for the operational and maintenance budget for Customer and Field Operations, equating to over $500M annually.
• Team recipient of CEO's "Circle of Excellence" award for reducing timeline associated with the financial close process; moving financial close from 7 working days to 5 working days while maintaining accuracy and.

Conducted in-depth analyses to support new business objectives, focusing on cost implications, service level impacts, revenue opportunities, ROI, internal rate of return, and risk management. Developed and managed operational budgets for the Customer Care and Training departments, totaling $18.6M. Oversaw building facilities and the Customer Complaint.

Denver, CO, US

• Supervised all management aspects of an inbound call center which included facilitation and communication between departmental managers. Managed several direct reports (IT Manager, Training Manager, Facilities Manager.
• Led the start-up of a new facility, which grew to 300+ employees. Organized and led a start-up team to ensure timely and efficient opening while managing staff in a fast-paced call center environment.
• Established a strategic direction for the organization, including the delegation of departmental responsibilities by setting individual goals and objectives. Consistently executed upon goals and objectives.
• Coordinated, directed, and chaired "synergy" meetings to challenge management to continuously improve business strategy.
• Created departmental goals with well-defined action plans and deliverables, then managed methods that aided in the accomplishment of outlined tasks.
• Mentored 15 mid-level managers toward optimal performance and overall success. The facility drove 50% of StarTek's AOL outsourcing business.