Michael Miller, Acs Email & Phone Number

Columbus, Ohio, United States

Member of program leadership team executing a multi-year transformation of our customer information system. Accountable for planning and delivering the overall change management body of work... from the strategy to the tactical...including stakeholder engagement & communication, operational readiness, and training.

Columbus, Ohio Metropolitan Area

Client - American Electric PowerAnticipate, plan and lead OCM work efforts, including strategic change, technology adoption, and organizational redesign: scope identification, project planning and execution. Apply OCM experience in developing and applying change enablement techniques and methods around leadership and change vision and metrics, executive alignment, stakeholder management, communications and engagement planning and execution, change impact analysis, change readiness, cultural alignment, sustainability plans, and learning. Leverage strong communications skills to collaborate and work with diverse business units to achieve project and change adoption objectives. Collaborate with key stakeholders across multiple locations to devise effective change management strategies, while helping to grow employee understanding of individual and organizational change management across the organization. Assess the volume and size of change efforts, and consider those against the organization’s change readiness to improve timing and better avoid change saturation.

Columbus, Ohio Area

Drive continuous improvement in customer retention, loyalty, and behavior via insight analysis, interpretation, and communication.Enhance data transparency and improve leader knowledge on performance analytics, applied speech analytics, holistic data analysis, desktop analytics, and performance dashboards.Strengthen the root cause problem-solving process by collaborating with business partners and incorporating Lean principles. Highlights:Captured annual savings of $3.2+ million for call centers by eliminating 220,000+ phone calls and 5,800,000 seconds of handle time in 2018 through effective management of Lean Six Sigma initiatives. Created $5.2+ million in new capacity for processing centers in 2018 by spearheading desktop & process analytics efforts that accurately identified and eliminated non-productive work. Inherited and turned around an underutilized new desktop analytics capability, delivering virtually no savings and with no structured change management plan. --Proactively relaunched the application, including setting savings goals with leaders, reengaging sponsors, developing new communication plan, retraining frontline leaders on application use, and authoring new reports to reinforce tool usage. --Expanded reach to new business units and DPA capabilities, increasing from 1,190 to 3,645 desktops (300% increase). Since tool relaunch, the organization has helped business partners generate additional capacity valued at $5.2+ million.Mitigated organizational risk by automating 20 compliance and quality monitoring activities using speech analytics capabilities. The new processes run on 100% of applicable calls without any human intervention, enabling call centers to improve compliance by +80%.Achieved a 30% reduction in call volume (~1,000,000 fewer calls annually), optimized customer experience, and facilitated business partners in making data-driven decisions at multiple tactical and strategic levels.

Columbus, Ohio Area

Operationalized the organizational change management (OCM) competency across 5,000+ employees, supporting project/program delivery/execution and enabling the enterprise to realize targeted improvements from change efforts.Owned the initiative from end-to-end, including current state analysis of change management offering; build and leadership of a cross-functional team to define optimal future state; and development/execution of necessary actions to transform capability.Delivered a structured and repeatable change management process based on Prosci’s OCM and ADKAR methodologies. Evolved the service offering to include end-to-end change management, change management consultation, and self-service toolkits, resulting in an appropriate and effective level of support for efforts of various sizes.Led an assessment, leveraging key stakeholders and industry best practices to identify supporting collateral and services that would add value, including business unit alignment, consulting services, change calendar development/delivery, the Change Ninja Program, associate and leader change readiness training, workstream roadmaps, ADKAR surveys, and heat maps.Created a more complete and effective process to manage business partner change portfolios, subsequently improving their business readiness and increasing their success in meeting/exceeding planned improvement targets. Facilitated frontline associates in self-sufficiently getting through change and frontline leaders in coaching and assisting their associates through change, successfully eliminating unnecessary or prolonged resistance. --Developed and delivered change management training for associates and leaders, providing an overview of the change process and underlying concepts of change management while educating associates on how to move through change. --Over 3,500 associates and leaders went through the training, creating a greater awareness of the change management process.

Columbus, Ohio Area

Recognized as a top-level contributor, actively leveraging and sharing broad-based expertise in business and systems processes, including management, change management, continuous improvement, engagement, and strategy development.Represented Retirement Plans Operations on growth strategy initiatives: led migration of 100+ third-party administrators to new operating model, developed the sales & service process, and transitioned advisor post-sale servicing from Sales to Operations.Subject matter expert on the analysis/alignment of customer vision, strategies, and goals with enterprise infrastructure components, including process design, information technology, and organizational functions/structure.Maximized potential of operations leaders and associates by developing, delivering, and overseeing learning & enrichment programs.Resolved errors negatively impacting customers and causing financial impact to bottom line - average $1.10 million in annual losses.--Executed Six Sigma Black Belt project. Determined root cause and counter measures; improved training, quality tracking, and reporting - the changes significantly decreased errors and reduced financial losses by 18% or $200,000 annually over first 12 months.

Columbus, Ohio Area

Organizational Change Management - Practitioner.Focused on people side of change so the organization would realize intended benefit(s) of change efforts.Managed portfolio of change for key stakeholder groups enabling a proactive approach to managing change activities and implementation dates. Led development and implementation of change plans. Developed monthly communication to inform front line leaders of change initiatives.

Columbus, Ohio Area

Managed Western and TPA Contact Centers - incoming and outbound call center and back office processing.Customer Relationship Management.Oversaw technical and customer service responsibilities for Western Third-Party Administrator operations, representing $25+ billion in assets.Reduced processing labor costs +60% by analyzing administrator operations and establishing productivity plans, performance levels, and operational objectives.Drove improvements in customer service and productivity by reviewing performance standards and measurements to ensure appropriateness and provide continuous tracking and reporting of results against all measurements. Conceived and launched several key operations initiatives, including the Service Improvement Team, Metrics Database, Scorecard Reporting, and Net Promoter Survey process and analysis.Inherited and revamped a service model that lagged competitors, was inefficient in setting up new business, and had the lowest customer recommendation and satisfaction scores.--Determined sources of dissatisfaction; developed/implemented new business setup pilot to compare capabilities vs. legacy model.--New business setup time improved from 65 days to 54.3 days (a 10.7 day improvement) within 6 months; administrators and investment professionals got paid 10 days faster; and pilot administrators were 2X more likely to recommend Nationwide as evidenced by Net Promoter Survey scores of 47.4 vs. 24.2 for non-pilot administrators.

Columbus, Ohio Area

Managed South Central and Western Service Teams - incoming and outbound call center and back office processing.Customer Relationship Management.Ensured client expectations were met through regular evaluations of team structure and roles.Facilitated productive workflows by providing guidance on daily procedures, including plan maintenance, suspense management, problem resolution for corrective processing situations, special pricing, and new business situations.