XperienceNext is grounded in the customer experience. Relying on best practices, XperienceNext defines your customers' journey. And with the customer journey defined, we’ll build a plan with you – a plan to change how your team members will engage with your customers at the “moments of truth" - during your customers' journey. XperienceNext partners with its clients to deliver: Customer Journey + VOC Programs, Strategic Road Maps, Continuous Improvement, Training + Coaching, Quality Programs and more.

As the HR Operations manager within Shared Services, I am responsible for the day-to-day HR operations for North America. Accomplishments include:Reducing time to onboard a new hire from 32 to 4 hours through the redesign of the onboarding process, including the implementation of the electronic, paperless onboarding process.Achieving 100% service level agreements (SLAs) and targets (SLTs) while maintaining compliance with regulatory and oversight authorities.Achieving 80% success rate week-over-week through “one-touch case resolution” quality control programs.Increasing productivity by 20% by creating all end-to-end technical documentation - process maps and standard operating procedures - and implementing a document management system.Establishing and implementing policies and procedures related to hiring and onboarding, ensuring compliance with laws and regulations, providing guidance for decision-making and streamlining internal processes.

As an operations director working in the Shared Services Center for the nation's largest not-for-profit, faith-based health services organization, I was responsible for Mass Communications, Benefits Administration, Employee Data Administration, Licensing, Certification, Education and the Training and Knowledge Management (SharePoint) teams. I reported to the Vice President of Operations with the responsibility for representing senior management in the day-to-day operations of the facility that supports more than 156,000 Ascension associates in more than 21 states nationwide. Guiding the direction and purpose of the Shared Services Center as a member of the Leadership Team, accomplishments include:● Reduced costs, managing more than $7.6M across the operations service line for Human Resources (four departments, 100+ associates) generating savings of 12.52% ● Achieved 100% service level agreements and targets while maintaining compliance with regulatory and oversight authorities, including Joint Commission● Reduced escalations by 15% though process improvement● Achieved 90% success rate week-over-week through “one-touch case resolution” quality programs ● Transformed customer satisfaction, achieving a score of 4.2/5.0 month-over-month● Saved 100,000 minutes through automations and process changes, saving $650K hard dollars and $67K soft dollars through staff restructure● Increased productivity 10% by ensuring all end-to-end process maps and standard operating procedures are accurate, complete, and accessible quickly and easily in the document management system ● Launched Ascension COVID-19 Command Center within 7 hours, operating 6:00 a.m. - 12:00 a.m., daily, providing assistance and resource access to all Ascension associates nation-wide

Led Contact Center (100+ associates) responsible for addressing Tier 1 human resource and supply chain issues for more than 130,000 Ascension associates in more than 21 states nationwide● Maximized existing technology, streamlined processes, leveraged the regional presence, pioneering a Human Resources Shared Services Center in Chicago, IL, serving more than 15K associates● Led the decommissioning of the Contact Center (100+ associates) while exceeding service level targets, and sustaining a customer satisfaction score of 4.2/5.0 for 12 months

Managed team of Education Analysts responsible for identifying and executing the training and knowledge management needs for over 1000 service center employees ● Promoted and launched more than 15 training programs across the Human Resources, Finance, and Supply Chain service lines within the Shared Services Center in 7 different disciplines for individual contributors and leadership● Decreased Contact Center new-hire training process by 30 days, improving 30-, 60- and 90-day proficiencies by 80% with the launch of the Contact Center certification curriculum

Responsible for the end-to-end quality audits for: Accounting; Benefits Administration; Contact Center; Employee Data Administration; License, Certification and Education; Payroll; Procure-to-Pay Responsible for Knowledge Management, driving on-going process improvement and associate access to accurate and complete process documentation Responsible for design, development and implementation of training, ensuring accuracy and proficiency with assigned tasks and functional achievement of service level targets

Managed team of Learning Designers responsible for identifying and executing the training needs for over 1000 customer-facing reps● Increased sales within the region by 9% within 90 days as a result of leading the plan and launch of the call center in Phoenix, AZ● Decreased onboarding process by 60 days and increased sales by 8% by leading innovative On-Boarding and Coaching programs for new sales representatives● Reduced turnover by 33% and achieved sales growth of 8% by re-engineering an On-Boarding process for front-line supervisors and department managers

Guided direction and purpose of the firm as a member of the leadership team• Achieved over $3M annually by prospecting and closing new business with emphasis on Fortune 500 companies (Eli Lilly, Elanco, Remy, etc.) • Increased lead generation by 12% through comprehensive marketing strategy, including website (with blog), two newsletters, and social media• Increased repeat and referral business by 11% through regular customer experience discussions and reviews focusing on quality and satisfactionI joined as a Senior Strategic Consultant in 2005 (assigned to Eli Lilly) and was promoted to Director, Business Development in 2010.

Guided direction and purpose of the firm as a member of the leadership team• Achieved more than $3M in revenue annually while leading organizational design and training division• Achieved 8% increase in revenue generated through the development of strategic accounts• Achieved 10% increase in revenue through the creation of marketing and sales specific content libraries• Achieved 10% increase in project profitability through the development and application of consistent pricing strategies and project management I began my career at ABG, Inc., as a Development Specialist in August 1997 and was promoted to Team Lead in January 1999, and promoted to Director, Performance Solutions, August 2001.

The Central Indiana Regional Blood Center was a high quality blood and laboratory services organization, providing a continuous, safe supply of blood products and biological services to people and serving a vital link to Indiana's healthcare infrastructure.