As the Director, Player Support Services and Operations, I have responsibility for the call center, compliance and daily business operations. As the Director, I am responsible for ensuring the company maintains key SLAs with our customers, delivering ongoing reporting dashboards with insights and ensuring all employees are fully informed, trained and delivering services with the highest level of integrity. l support the overall business in day-to-day operations and serve as the primary point for escalations. I provide insights and direct the call center to reflect industry best practices and lead continuous improvement efforts to exceed our customer’s and players expectations. This position is also responsible for overseeing all business operations that supports the player experience which includes many of the financial service offerings such as anti-money laundering (AML), fraud analysis and many financial reconciliation processes. Providing overall operational direction with technology for process improvement and organizational optimization. Responsible for operational excellence in iLottery & iGaming industries.

Responsible for providing in-depth technical and business expertise regarding best practices within back office Operations and Call Center organizations. The focus is on the future technologies (omni-channel) that should be used or considered compared to the current state. Identify/asses’ gaps that exist within current state technology environments supporting business processes and how that compares to industry best practice. Facilitates the establishment and planning of strategies that guide the design of technology solutions aimed towards individual business strategies with the operations and call center organizations Operations consists of Call Center and back/front office business areas that utilize multiple technology applications and large enterprise platforms. Provide consultation on Best Practices for key technology that supports the business strategies. For example, how does the industry handle Knowledge Management, CRM, omni-channel (phone, email, chat, text, AI) technology within the contact center or what type of technology are accounting support centers using to automate reconciliation or related functions.

Technology and process consultant to a major insurance carrier and using best-in-class quality and process improvement methods and tools, to provide direction and guidance for the creation of current and future directions for the improvement of the customer experience through technology. In addition provided insights into immediate improvements (fixes) that enabled efficiencies’ to be gained in operations of the call center, back office and agency services. Responsible for providing in-depth technical and business expertise regarding best practices within back office Operations and Call Center organizations. The focus being on the technologies that should be used or considered compared to the current state. Identify/asses’ gaps that exist within current state technology environments supporting Business processes and how that compares to industry best practice. Facilitates the establishment and planning of strategies that guide the design of technology solutions aimed towards individual business strategies within the operations and call center organizations. Operations consists of Call Center and back/front office business areas that utilize multiple technology applications and large enterprise platforms. Provide consultation on Best Practices for key technology that supports the business strategies. For example, how does the industry handle Knowledge Management or CRM technology within the contact center or what type of technology are accounting support centers using to automate reconciliation or related functions.Sample of projects directed are identification of best in class transcription services, comparison analysis of CRM platforms, comparison of chat and chatbot technologies and the future of customer personal assistances through artificial intelligence technology. Also provide a future technology view strategy.

Director, Call Center Operations (Patient Experience, Central Referral Intake, Virtual Front Office-Contact Centers). Directly responsible for the leadership of the ATI Contact Centers including the Patient Assistance Center, the Central Referral Intake contact center and the Virtual Front Office call center. Ensuring that the ATI contact centers provide five star patient service to both the internal and external patients in a cost effective manner. •Successfully redesigned the call center and achieved an improved answer rate from 45-50% to 85-90% answer rate within 3 months of the redesign process. •Established and maintained a high touch, sophisticated, and cost effective Contact Center that supported patient inbound and outbound contacts via phone, email, fax, website inquiry, electronic referrals and texts.•Increased centralized referral intakes by over 50% by streamlining the process by which referrals would be processed.•Continued to optimize technology towards the improvement and streamlining of all contact center processes.•Redesigned the call center from an administrative process for the central billing group to a true Contact Center serving the patients inquiries of all different call types.•Redesigned the call menu system as well as the call routing system (to skill based routing) in order to improve call handling efficiencies making certain calls were handled by the most trained agents.•Redesigned the agent training to better facilitate the responsiveness to the patient’s needs.•Increased agent productivity by 80 % through improved call routing and agent training. Taking average calls per agent from 40-45 per agent per day to over 75 calls per agent per day without any negative impact to patient experience but in fact improved the patient experience.•Assist with the Cisco system call management system design and supported the pilot for cloud based technology.

Acted as a private consultant for process improvement efforts. Advising leaders in improvements towards achieving higher customer satisfaction levels by observing and advising at a business systemic level using quality methods and tools established by top quality gurus.Quality & Process Improvement Consultant (Business process improvement & Customer experience---Contact Centers) Provided consultative services to senior and executive level leaders towards optimization of their business as a system of inter-related activities. Provided strategic business planning leadership to multiple organizations along with observance and measurements towards business process optimization using quality methods and tools. • Led strategic business planning process towards the creation of operational, tactical and strategic business plans• Led the training of executives in business system dynamic thinking.• Trained executives in the quality as a business system methods and tools• Provided direction in creating both leadership measurements of the system as well as measurements for improved individual productivity.• Provided guidance in creating improved customer/member experience through quality principles. Measurements of the process as well as key observable measurements.

Provided on-going leadership for developing and implementing the strategic/operations direction of the Call Center aligning with the Credit Union’s strategic plan. Planned/directed all department activities and personnel including an annual forecast and staffing plan that delivered the Credit Unions’ products, programs and services to the membership. Directed uniform and consistent high quality sales and service, and developed/implemented programs, initiatives and performance expectations. Developed, monitored, and interpreted metrics/trends, and reported on the success of the department. Responsible for reviewing, researching and recommending technological enhancements for the Call Center. Responsible for maintaining an environment conducive to employee achievement and satisfaction. Reported to Vice President, Retail. • Successfully created and implemented a Contact Center Optimization Plan resulting in significant improvement in reducing the administrative work of the agents and increasing productivity by on average 20%.• Designed and implementing an improved quality monitoring process that lead in improving member satisfaction and improved consistent interactions with members.• Implemented call recording that improved agent coaching and provided increased services to the members which improved the efficiency of member updates.• Designed and implemented a training program which significantly improved agents’ financial services knowledge.• Increased answer rate from 90% to 97% by removing administrative tasks from agents allowing agents to focus on the incoming member calls which provided for clear expectation of performance for agents.• Improved member satisfaction rate by 12% through conducting member surveys and taking immediate actions in resolving the members’ issues. • Rebuilt and established a future state for the contact center from being branch-centric to contact center centric.

Oversaw/managed/lead a multi-site inbound 350 seat National Passport Information Service Contact Center (350 seats in-house, 100 seats outsourced), including all day-to-day operations, staffing, customer service, quality assurance, strategic/financial forecasting and vendor management. Gave leadership direction to 18 direct reports, with indirect reporting totaling 350, and 100 vendors / contactors across 1 remote site. Reported to Director of Business Services.• Successfully lead an ISO Certification Process—achieved ISO 9001:2008 certification. • Coordinated the launch of a second “Emergency Response” call center that responded to and assisted in the Haiti Earthquake in less than a 24 hour time span. Launched a 24/7 center including call routing, training, and responding to inbound over-flow calls, making outbound courtesy calls and performing data entry for the US Department of State.• Implemented a fine tuning process for the overall contact center resulting in improving the quality assurance metric which increased by 35%.• Improved customer satisfaction by improving communication and implementing process improvement methods and tools.• Championed automation, including workforce management (improved right-size staffing model), intelligent call routing (increased key productivity measures), and analysis of customer response management (CRM) software that significantly improved call center performance.• Implemented cross call center coaching and mentoring methods /tools with a quality improvement metric improvement from 80% to 96%.• Possess a MRPT (Moderate Risk Public Trust) Security Clearance.

Managed the multi-site inbound/outbound New Products Internal Call Center Group (135 seats in-house, 100 seats outsourced), including sales, operations, staffing, leadership, customer service, quality assurance, financial forecasting and vendor management with P&L responsibility of $3M. Gave leadership direction to 9 direct reports and 135 indirect reports, plus 100 vendor reports across 3 sites (1 in-house, 2 vendor). Managed vendor partnership relationships which included PRC and Americall. Reported to Vice President of Call Center.• Implemented a new metrics-driven “Best Practices” which drove high-retention, high-value incentive programs. • Championed automation, including predictive dialer (increased key productivity measures by 10%) and state-of-the-art interactive voice response system (IVR), reducing human intervention by 40% and increasing customer self-service by 25%.• Initiated an in-sourced major call center activities, achieving 5% improvement in revenue, 8% improvement in customer lapse/winback, and 18% increase in outbound up-sell revenues. Saved the company $250K annually while adding staff that enhanced existing operations.• Improved employee call monitoring, increasing employee sales by 15%.• Key contributor to corporate YOY record profits; won “A” listing by AM Best.• Proposed, designed, developed and implemented a new Outbound Sales/New products call center. • Requested by management to lead the Outbound Sales call center, implemented new call campaigns that increased sales and revenue.• Implemented a critical business and technology improvements which lead to a 100% increase in sales orders realized.

Designed, built and ramped a $3M project, managing all aspects of 90-seat inbound call center and mailroom (45 team members), including operations, sales, staffing, leadership WFM, QA, process improvement and customer service with P&L responsibility up to $2MM. Gave leadership direction to 5 direct reports and 135 indirect reports. Reported to Vice President of Operations. • Primary client was Michigan State Disbursement Unit, a division of the Family Independence Agency.• Provided contact center subject matter expertise to the prime contractor for best-in-class technology and call-handling technology; counsel heeded, account adopted and implemented recommended technology, improving call handling efficiencies, call routing technologies an CRM software, improving communication with end customer. • Increased new business opportunity revenue by 160% ($1M) over a 3-year contract.

Responsible for sales and implementation of information technology solutions, supplying standard software and network operation to all of Siemen’s subsidiary companies. Reported directly to Vice President of Marketing Operations. • Managed P&L and staffing requirements for $78M IT group's U.S. accounts.• Managed SAP supply chain/CRM migration projects; migrated ERP system to external centralized data facility; increasing ROI and reducing ongoing capitalized costs by analyzing, redesigning and implementing improved business processes, methods and tools including the installation of SAP and Siebel software tools. • Developed and delivered e-commerce and m-commerce initiatives critical to IT business plans. • Mentored CIOs and VPs in creating strategic, tactical and operational business plans. • $3M new business generated in 4 months through aggressive negotiation of Fortune 500 contracts (OSRAM/Sylvania, Siemens Building Technologies and Siemens runway lighting company), utilizing SAP, Siebel, and Agile along with other suppliers.

Promoted to provide IT business planning and program management/consulting support for $18B General Motors account. Responsible for implementing standardization of the PMO, including program/project management, tools and methodology. Reported to Account Director. • Scale of projects ranged from $100K - $500K; all completed on-time/within-budget.• Projects included IT implementation/consolidation of computer systems.• Key member of design team for PMO “war room” managing major business initiatives.• Developed/deployed dynamic computer model dialog tool that accurately depicted business effect of executive decisions.• Directed business process redesign team that increase productivity by 30% and decreased overall expenses by 10%.• Trusted mentor, consultant and SME to CIOs and other senior executives for option exploration of SCM (Supply Chain Management), CRM (Customer Relationship Management) and ERP (Enterprise Resource Planning), to lead organization and business model changes, increasing C-level commitment and participation.• Designed, taught and implemented 5-component strategy that improved organizational vision, strategic planning and business process redesign initiatives by 100% (Quality as a Business Strategy).• Key team member in the design and implementation of a global centralized program/project management office, completing model office for development and deployment of executive-level process metrics governing strategic, tactical and operational business planning.

Reported to Account Executive Director. Responsible for IT business planning/consulting supporting a $10M Oldsmobile Account.• In 18 months, planned, deployed and managed $8M state-of-the-art customer assistance center with 190 staff. • Assisted the marketing division with program implementation including GM Card, Incentive Design, and Campaign Design. • Mentored and coached executive staff, implementing organizational/business process redesign, reducing overhead and process costs by 28%. • Created division-wide strategic tactical and operational business plans and quality standards.• Led organizational and leadership development for senior executives; created and executed continual process improvement strategies for change management.• Improved industry trend data and marketing delivery, generating 50% increase in annual revenue.• Captured customer, employee and financial data for statistical analysis.• Designed educational and training plans for organization.