Responsible for the Quality/Training/WFM functional areas and lead a team of 6 people to support these areas within the Contact Center organization. Created new Quality Evaluation form to drive improvement in customer satisfaction and drive business results. Implemented weekly uptraining structure to improve agent knowledge/performance. Created training catalogue program for frontline staff to choose advance topics. Created internal leadership program for frontline staff to train basic leadership skills and provide insight into job responsibilities of supervisors in the call center.

Created the Workforce Management strategy for the Company including resource/capacity planning (long & short term), volume forecasting for various contact channels (calls, email, and back-office), and scheduling of FTE. Created KPI and executive/board of director reporting inclusive of department stats, FTE productivity, and budget performance for multiple cost centers.Develop/executes departmental budget for multiple cost centers including monthly reconciliation, reporting, and variance analysis. Creates cost-benefit analysis for various projects/initiatives; projects include/initiatives include new system development and IVR enhancements.Actively manages projects from inception to completion of approved project scope/requirements, deliverables/goals, and budget for both call centers and back-office groups. System Administrator for the Genesys Purecloud and process leader for borrower communication strategy.

I analyze/use data to manage the State of Texas Employee’s Retirement System contact center routing and staffing in a multi skill/channel/site environment inclusive of a third party vendor by analyzing past customer contact volume/staffing patterns to create forecast and schedules to meet the projected workload.I also provide creative/strategic recommendations and subsequent necessary actions to improve the contact center productivity and cost per contact for all customer channels...as well as partner with everyone from an agent level to the Executive Office.

At YETI, I created the Workforce department from scratch. Prior to joining, service Level performance was sub-40% with abandon rate of 30%+. I implemented scheduling practices (off-phone scheduling, break scheduling, concept of schedule adherence, etc.) to support multi-channel contact routing (phone calls, emails, etc.) and back-office work (social media, 3rd-Party seller platform support, etc.). Within a month, we achieved our goal of answering 85%+ within 20 seconds or less while having sub-3% contacts abandoned and maintained this for the following months...even through the retail-holiday season. Created Executive Reporting (C-Suite/VPs) for the Contact Center using Tableau, Salesforce, and a Workforce Planning suite detailing KPI success/opportunities, contact drivers (E-commerce, Return/Warranty, etc,), budget performance, and service level metrics. Led various projects/initiatives to improve customer experience, reduce volume/cost, and system integrations using project-management software. Implemented the IVR for multiple lines of business within the Contact Center as well as the YETI Flagship Store. Created skilling strategy for multi-channel contact routing. Created staffing/volume models for yearly, monthly, weekly, daily, and half hour intervals to determine staffing requirements for all types of workload.

Create and oversee all contact centers forecasting for the multi-site centers of the Texas Market which includes offshore outsourcing. Provides forecasts by month, daily, and interval-level to maximize resources across the market and reduce expenses. Build/Generate data-driven analysis to provide recommendations on how to increase/improve productivity, decrease shrinkage, and decrease FTE requirements both short and long term to budget. Constructs staffing analysis to provide schedules to new hires and tenured agents to achieve targeted service levels.

Responsible for forecasting staffing requirements for over 8.9 million sales and service phone, chat, email, and offline contacts annually using historical data to execute to the current specified goals while maximizing workload efficiencies. Created and maintained a staffing model that captures trends in volume, handle times, hiring obtainment, transfer rates, attrition, and other variables impacting staffing/service levels for both domestic and offshore vendors. Also, projected staffing and cost requirements for specialized projects or initiatives impacting multiple channels of contact or multiple lines-of-businesses.

Provided scheduling/staffing analysis for multiple lines of businesses that includes groups in a multi-site, multi-skill environment. Created staffing schedules for external new hires, internal transfers, business initiatives, and shift bids for supported businesses based on need of seasonality and workload requirements. Introduced creative schedule variations to various lines of businesses; which improved recruiting obtainment and schedule efficiency. Created new processes and initiatives that streamlined department practices to allow for more accurate analysis and increased schedule efficiency. Interim Scheduling Supervisor (5 months) leading/developing a team of 9 people responsible for scheduling for the entire call center network.

Managed specific company contact center’s service levels, average speed of answer, and staffing for multiple sites and multiple lines-of-businesses on a half-hour interval basis to meet business goals and maximize efficiency on a real-time basis. Addressed real-time schedule adherence issues for multiple lines of businesses to gain maximum efficiency for inbound phone and offline departments. Provided upper Site and Workforce Management Leadership with proactive analysis and reporting of data trends/outliers that affected productivity and service levels of the contact centers.