Michael D. Cummings Email & Phone Number

Lansing, Michigan, US

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.

Northbrook, IL, US

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.

Park Ridge, IL, US

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).

Bolingbrook, IL, US

• 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.
• 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.

• 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.
• 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.

Brighton, MI, US

• 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.
• 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.

Lansing, Michigan, US

• 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.
• 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.
• 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.

• 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.
• 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.
• 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.
• Improved employee call monitoring, increasing employee sales by 15%.
• Key contributor to corporate YOY record profits; won “A” listing by AM Best.

Philadelphia, PA, US

• 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.
• 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.
• Increased new business opportunity revenue by 160% ($1M) over a 3-year contract.

Munich, DE

• 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.
• 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.
• 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.

• 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.
• 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%.

• 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.

Master Of Business Administration (Mba), Business Administration And Management, General

Bsm, Management