Having successfully developed and scaled our sales team, I was asked to scale our internal and external support teams, which were charged with supporting any customer at any point of their home buying or selling journey. Our goal was to provide an accurate, fast, and effortless omnichannel experience. I worked with our Ops team to create a scorecard for performance management which resulted in an improvement in all customer-facing metrics while improving employee engagement by nearly 10%. I improved the average response time of customer tickets by 66% through a combination of process changes, tooling, and the introduction of performance management. I built training and processes to increase the pitch of additional products and services by the support team resulting in an increased attach rate. Being customer-obsessed, I worked cross-functionally to increase our NPS score to over 80 and maintained that over a two-year period. I also helped develop CSAT for internal and external support teams. Seeing we were a high-growth company spent time focusing on hiring. By streamlining our process, I increased employee retention by 50% while decreasing time spent hiring by over 50%. Overseeing external support meant I need to build a Vendor Management team, which did not yet exist. Through building the team and operation we reduced the annual BPO budget through the consolidation of locations, improved operational efficiencies, alignment of vendors, headcount allocation, training, and improved processes. The savings was ~$10M annually. Since we were building from scratch, we also developed KPIs and performance management for 12 lines of business to aid our BPO partners and improve company results. My team improved all SLAs through the reorganization of the support structure, properly aligning management and support personnel, improving the visibility of metrics, and implementing proper tools.

After 18 months, I was promoted to Head of Consumer which was an inbound sales and customer success organization. I led 15 managers and an organization of ~130 people tasked with helping people sell their homes online to Opendoor and buy their next home across all markets. I led and developed multiple leaders which allowed us to grow and scale successfully. My team consistently exceeded monthly targets for contracts and revenue for 10 consecutive months, through effective performance management, incentives, and process improvements. I worked cross-functionally with F&S and executive leadership to design incentives that would continue to push growth.I helped lead multiple initiatives to grow company revenue by attaching additional services. I worked cross-functionally to increase the attachment of at least one additional service to all contracts. The result was over 85% attachment of one additional service. The most impactful project I worked on was unifying our Sales and Support roles across three locations into one role based in Phoenix. The goal was to improve the customer experience and employee efficiency. Employee retention remained above 90% during this transition and employee engagement scores increased by over 10% during this process. I worked cross-functionally with Engineering and Operations to improve the distribution of customers across employees resulting in better customer coverage and improved response times by 25%.

I was hired to lead the Closing Management team in Phoenix and a year later started to oversee our Dallas team as well. I led 5 managers and an org of ~60 people. Our aim was to retain customers from a signed contract to the close of escrow via a smooth, and memorable online experience that they would talk about with their friends. Our team worked hard to drive an NPS score of over 80 for the company and held it there for years. I worked cross-functionally with Marketing and Product teams to decrease inbound touch-points by 20% through automated proactive communication changes. I redesigned the hiring process for multiple teams, reducing manager time commitment and improving the candidate experience. Employee retention increased by 50% and our time spent hiring decreased by 50%. The time savings allowed managers to spend more time developing their people. I developed and implemented a Senior level program for front-line operators, resulting in a reduction of employee churn through the creation of this career development pathway.I coordinated and implemented the rollout of a new telephony system for all team members across 3 locations. This provided significant cost savings to the company and reduced the number of tools employees were using. I coordinated with the Support team to redesign weekend coverage by instituting an IVR with our telephony system which yielded faster response times for customers and created much-needed visibility into customer needs and interactions. The result was a same-day response for all customers during business hours.

Having success developing my team I was promoted to Associate Director where I led a team of 8 Managers of Customer Success and an org of 80 employees. We were responsible for growth and retention of $43M in monthly recurring revenue. I coached and developed managers and leaders while scaling teams during times of high growth. Highlights included:I worked with a small team to design and implement support for our self-serve customers, including email, phone and chat. We developed a highly efficient team that supported over 35,000 monthly customers with an average of 18 people. I reduced churn by ~40bps year-over-year by crafting new support structures and a scheduling system to improve our monthly phone answer rate to 95%! We also were able to achieve same day response time on all inbound emails. I improved customer retention by ~12% by redesigning and organizing our webinar to welcome ~600 new customers per week. Having felt the pain of manually assigning accounts earlier in my career, I led a process to automate the even distribution of 4000 new monthly customers which improved our customer response time by 25%.I worked cross-functionally to design a Live Chat feature for our support site which saw an average of 2,500 chats per month. I created and started the first internship program for Customer Success which resulted in hiring 50% of our first class of interns. I was responsible for hiring of managers and new employees during times of fast growth. On average we would hire ~30 people per quarter over a 2 year period. I assembled a small team and we designed and implemented new Job Families highlighting career-pathing and growth through an 8 level progression structure, resulting in an increase in employee morale.

As a Senior Manager, I managed a team of 10 Customer Success Managers (CSMs), responsible for $25M in monthly recurring revenue. We focused on retention, upsell, and expansion. It was during this time that my passion for people development really thrived. I regularly created and recreated new methods for 1.1's. The results included regularly having one of the highest performing teams. I also developed a track record of helping people get promoted into their next role. As a side project, I recreated our collections efforts and reporting. The process change yielded an improved collection rate of over 20% through consistent client outreach.I also worked cross-functionally to redesign our online Support Center for customers and employees, and oversaw all content creation for roll-out.

After a successful year developing my team and helping numerous people get promoted, I was promoted to Manager where I was responsible for a team of 10 Customer Success Managers and $11M in monthly recurring revenue. Having built a foundation as an Associate Manager, I moved onto developing new departmental processes, policies, procedures and operations. I was responsible for interviewing, hiring and training Customer Success Managers. We were growing from a team of 100 to a team of almost 300 across two offices in a little over 1 year. I was part of the team that developed new performance metrics, reports, and retention tracking tools that allowed for better performance management. Customer facing metrics improved and employee turnover actually decreased by 33%.

After 2 years exceeding expectations, I was promoted to Associate Manager where I was responsible for a team of 6 Customer Success Managers and $5M in monthly recurring revenue. I helped organize and administer our 'Welcome Webinar' to onboard ~500 new advertisers per week. I personally handled the assignment of 4,000 new accounts throughout the department each month for 1 year. I had the opportunity to work cross-functionally and aid in the design and roll-out of a new case management system for the department.

I was hired as an account manager and I worked directly with our advertisers. I managed a book of business of 800 accounts and consistently exceeded expectations of 96.5% account retention. I was responsible for account setup and content creation of each account and their page. I leveraged product knowledge and industry experience to grow my book of business by 4% month over month while ensuring a great client experience.While maintaining a high level of performance, I also led monthly training sessions for new hires and mentored new employees over my final 18 months before moving into management. When managers were unavailable, I was also a lead for taking escalated customer calls due to my high level skill in conflict resolution.

As a Key Product Specialist, I was responsible for the budgeting, planning, and logistics of 2 product vans that traveled the country to different events promoting our brand and product. I had two teams of 7 people that were in constant rotation up and down the eastern seaboard throughout the year. The job was to make sure customers were introduced to all of our products through an amazing customer experience. I used my skill as a golf professional to relate to people and show them how our products could help them. This resulted in increased sales for our accounts. In between events, I trained our accounts on our newest fitting processes and educated them on our products and their benefits. I was also responsible for assessing individual and team performance, conducting tours of the company, meeting with the public to fit them for golf clubs, conduct new product design tests, and participate in annual trade shows.

I took the role of Assistant Golf Professional after meeting with the Head Pro at the PGA merchandising show in 2002. It was in this role that I learned what delivering extraordinary customer service could look like. This was exhibited in the many tournaments that we ran including the 2002 US Girls' Junior Championship. I honed my skill of how to relate concepts to different personality and learning types through teaching and club fitting. I had the opportunity to try new merchandising ideas which lead to an increase in sales during our transitional seasons. I was responsible for the maintenance of our website which provided me a small foundation of knowledge and experience to better connect with engineers and IT professionals. Being a part of a small team provided me with a lot of opportunity to learn new skills. I learned how to design and implement inventory control and pricing systems which improved staff efficiency. Other duties in the role included club repair and managing our handicapping operations.