Ensuring Owners and Members of our two core programs are provided the learning and coaching outlined in our program deliverables to move them towards launching their product/services and overall business success. After reorganizing the five-person Customer Support team, streamlining operational processes, and establishing a positive and more collaborative working environment in my first six months with the company, I was asked to take on responsibility for the program delivery organization of 6 people. Over the past 18 months, I have rebuilt the Program Delivery organization, clearly defined roles/responsibilities, doubled the size of the team, increased our capacity to coach new members, and significantly improved the quality of our training delivery and content. As a result, the business increased member retention by 17% due to innovations in the engagement and renewal process. We also increased overall membership by 19%, primarily due to improvements in our high-end coaching and client engagement capabilities. I also led the development of several company-wide improvements. These included redesigning the program delivery strategy, goals, and objectives and implementing formal hiring, onboarding, and performance reviews.

Servicing and exceeding expectations when customers reach out for support. Includes servicing help desk tickets accurately and efficiently as well as the managing of accounts receivable.

In my role at Extimata, I was responsible for establishing key financial goals, driving improved operational standards/structures, and organizing major multi-media events. Using my passion for developing successful teams, I’ve implemented a cross-functional KPI system and team communication in four departments. In addition to my management responsibilities, I also plan projects, execute events and support marketing campaigns. I've built new course offerings to generate new streams of revenue for the organization. I’ve also coordinated two training conferences, each with 300 attendees from 10+ countries, and led an event filing plan that increased attendance by 20%.

My experience as a health coach gave me the entrepreneurial mindset that I still bring to my work today. By providing health and wellness consulting services to individual families, female entrepreneurs and nonprofit organizations, I promoted wellbeing for my clients while learning what it takes to drive business success. In just 12 months I doubled my number of Facebook followers and grew my customer list by 20% through new product offerings and email campaigns.Ultimately beyond my financial results, I supported better academic performance, fewer illnesses, and happier kids through my online programs and meal preparation strategies.

As a senior manager at GE Capital, I led a team of 24 employees based in the US and India and managed a budget of ~$2M. I played a critical role in the organization’s success by improving the bottom line; by implementing new sales capabilities and technologies, I enabled 5,500 associates in 20 global locations to convert millions of customer contacts into sales. This generated a new revenue of $25MM. I was also nominated for GE Capital’s Talent Acceleration Program, which recognized me for my contributions in process and system improvements. This position sparked my passion for driving business growth through improved operations and processes, as well as my excellent sales skills.

In this role at GE Capital, I continued developing my skills in operations strategy. Managing mission-critical collections call center application used by 3,000 collection associates at 10+ sites, I led a team of 18 employees.Continuing to develop my skills in operations and process management, I successfully delivered over $2M in annual productivity benefits by identifying process improvement opportunities. I also drove 10% improvement in employee and customer satisfaction by gathering the voice of the customer and implementing call quality improvements.

I led the design of a contemporary enterprise customer relationship management system, supporting collections process improvements across 4 international sites and over 2,000 collectors. I began focusing on implementing changes that improved the customer experience, including an intelligent workflow process and streamlined customer interactions. I was able to improve collector productivity by 15% and improve the overall customer experience through these proactive initiatives.

In my first role at GE Capital, I began my experience in operations and process management by taking the initiative to deploy better processes and best practices. I delivered consistent 28% location effectiveness by implementing a Centralized Skip Trace Unit for all of GE Capital Retail Finance, and improved location effectiveness by 30% by serving as Six Sigma Green Belt on a Multi-Site Process Improvement effort.