Onboard enterprise clients on payment services, tax filing, wage attachment payment service. Collaborate with internal team/clients  Set up and verify with customers their payroll tax jurisdictional profile, set up and test funding bank accounts for net pay to employees (if applicable), tax and garnishment payment funding, manage the process to secure from the customers signed Power of Attorney (POA) forms required to establish UKG as the customers’ payroll tax reporting agent, transition customers from implementation phase to ongoing service and support  Maintained 100% success meeting go-live dates, driving client retention rates as the top of class and most senior of 24 consultants, assigned to the most challenging and complex customer implementations, relative to my peers o Partnered with a customer and project team to activate customer from kickoff meeting to go-live on Payment Services in three weeks (standard cycle time is 40 weeks) o Completed tax profile configuration for complex customer (13 FEINs / 2,000 tax codes) in 4 days: customer met targeted launch date  Onboard new products to the portfolios of 6-8 existing customers, annually, adding approximately $1.00 to the Per Employee Per Month (PEPM) fees billed to each, for customers with an average population of 10K employees (an average of $120K per annum added revenue with each implementation  Mentor/trainer to peers (both as an assigned responsibility for those new to the position and as an ad hoc advisor to those with measurable tenure in the role)

 Reported to VP of Trust Operations and Controls. Managed 5 Business Analysts / 2 Programmers to drive operations of the payroll and W2 print product. Supported high-profile, non-payroll customers in customer service, support and new account installations  Managed seven vendor relationships, purchase order requisitions, vendor invoice reconciliation and payment approval (assuming those responsibilities from my manager), application enhancement requirements documentation and UAT (User Acceptance Testing), responsibilities and processes that were less centralized and streamlined, prior to my promotion to manager of the operation  Improved Net Promoter Score (customers recommending service) to +18% (highest rating, compared to all other areas in the organization) from prior negative (-3%) overall ratings  Met or beat 100% of Service Level Agreements (SLAs) for account installations, customer exception request fulfillment, exceeding similar results in all other departments, throughout my entire tenure  Reduced cycle time for reprint file processing from 1.5 hours to less than 10 minutes by eliminating unnecessary steps; improved efficiency, reduced a four-step process to a single step, through the implementation of an application enhancement  Reduced annual costs by $120K (14%) through the application of postal indicia to all documents mailed directly to customers’ employees  Reduced annual costs $300K (60%) by transitioning to in-house form programming and account installations Created comprehensive reporting of processing volumes, revenue, etc., to upper management, by consolidating data from multiple sources into a single reporting instrument (Excel, converted into an easily digestible PowerPoint presentment), providing visibility and insight into the operational and financial performance of the Print Services product

 Reported to VP of Customer Service. Responsible for documenting/evaluating departmental and systemic processes and procedures, identifying opportunities for, and implementing improvements (collaborating with technical and other interdepartmental resources as appropriate and necessary), documenting the associated procedural and/or processing changes  Responsible for producing a quarterly communication to customers (four customer segments, four editions) documenting the quarter-end process steps and associated actions required of the customers o Reduced quarterly customer newsletter material and postage costs by 80% by editing it from over 30 pages to four  Eliminated 95% of periodic / quarterly tax code fallouts through system enhancement and training to 15 district tax coordinators, increasing revenue via timely collection of funds for liabilities incurred by customers, reduced cost and administrative overhead related to late deposits for and erroneous reporting of customers’ payroll tax obligations (and, consequently, improving customer satisfaction)