Patty Seely Moore Email & Phone Number

Springfield, Mo, Us

Bloomington, Indiana, Us

Conducted rapid assessments of functional maturity. Developed findings, next best actions, and long-term recommendations. Results include piloted OCM approach; workforce management role development, Sales leader consensus on pain points and workstream prioritization, project prioritization model, key stakeholder buy-in for business process management, models linking Strategies to KPIs, reporting improvement workstream launch, Operations Excellence vertical development, Quality and Operations process to keep requirements current and implement updates.

Saint Louis, Mo, Us

Strategically partnered with business leaders to develop and execute enterprise transformation initiatives and accelerate change. Led audit and compliance transformation, resulting in consolidated, automated audit workflow; organizational redesign and 50% headcount reduction; increased audit validity; and standardized documents and processes. Developed and implemented playbooks and served as SME to support leaders and staff in increasing operational maturity. Playbook methodology included gathering business requirements, research/benchmarking, interviews, written material, and training. Sourced, implemented, standardized, trained, and managed enterprise Business Process modeling technology offering, resulting in 50% reduction in manual documentation and standardized process hierarchy, transparency, governance, and collaboration. Standardized business operations resulting in prioritized opportunities with >$17M potential savings and 15 process models.

Saint Louis, Mo, Us

Continuous Improvement & Change Management

Provided strategies to shrink gaps between processes, platforms, & metrics and ultimate customer experience. Developed customer journey maps, revised workflows, technology design, and metrics. Presented Marketing and Operational perspectives to Digital Operations campaigns and Department programs. Reviewed strategy, tactical plans, and results, and proposed alternatives based on institutional experience, knowledge, and innovation concepts. Assisted stakeholders reach desired goals. Partnered in Innovation Labs to explore problems and develop customer experience-centered, omni-channel, multi-product, advice-ready solutions with real-time analytics. New products and services included automated workflows, voice recognition, integrated tools, and streamlined sales to service strategy. Authored guide explaining innovative platforms, with relationships to brand, strategy, vision, service capabilities, and internal and external customer benefits.Consultant and developer for company-wide employee engagement program.

Supported Enterprise in operational change. Utilized and trained multiple methodologies including Lean Start Up, Rapid Experimentation, Innovation Games, Lean, and Six Sigma. Active project manager and mentor for multiple stakeholders including Sales, Contact Center, Digital Programs, Claims, Servicing, Training, Risk, Investments, Human Resources, Finance, and Quality. Interpreted and transformed data to determine strategy.Redesigned Continuous Improvement architecture, achieving efficiencies in excess of $1.4 million in first year, improvement in voice of customer, and systems enhancements.Developed Continuous Improvement strategy, curriculum, and mentoring and certification program for Enterprise wide program standard. Delivered all Lean (PDSA) education for staff and cross-functional teams. Introduced and led innovation and change management concepts to all levels of shared services environment, resulting in improved employee engagement, initiative prioritization, customer value, and technology enhancements.Performed rapid improvement events with staff resulting in employee development, improvement through experimentation, and long-term recommendations.Transformed project prioritization, delivery methods, and management structure. Outcomes included quicker scoping and go/no decisions. Worked multiple projects concurrently utilizing LSS and other continuous improvement methodologies.Led cross-functional teams in exercises to support new legislation. Introduced Change Acceleration process for major technology change.

Created Shared Service QA infrastructure (department policies and procedures, QA process, employee KSA evaluations, development strategies, development of and training for staff members, data collection methods, analysis tools). Sponsor of audits and process reviews. Educator for other departments on QA methodology, audit trends, analysis, and recommendations. Consultant to department managers, providing feedback and solutions regarding overall effectiveness of critical functions and opportunities for quality structures.Active Leader and Mentor of staff members, tailoring training, development opportunities, and coaching to the individual. Positive employee feedback indicated satisfaction in the areas of empowerment, development opportunities, morale, and trust in management. Responsible for performance reviews, establishing goals, compensation. Developed transition plan for each individual prior to organization realignment.

Continuous process improvements efforts included call center augmentation; trending analysis and feedback for processing teams; coaching of staff to reduce rework; re-design and visibility of non-automated workflow; and modifications to processes and teams to create capacity, eliminate backlogs, and reduce delivery time.

Completed and presented organizational reviews and work simplification studies to Leadership. Offered novel and at times controversial ideas resulting in improved business continuity, reduction of cycle time, and automation of manual processes. Interviewed staff to learn subject matter, map the value stream, and determine root causes and business requirements. Wrote and presented continuous improvement training to staff at all levels.

Norwalk, Ct, Us

Integrated first consolidation of cross-GE business customer service operations. Created and implemented consolidation strategy, including best practicing and streamlining processes prior to work movement and performance dashboards for internal stakeholders. Accountable for ongoing program deliverables including NPS, KPIs, report-outs, continued efficiencies, staff performance, technology, and tours. Subsequent work movements of 5 customer service operations reduced overall divisional headcount. 43% of new hire decisions for local site were diverse candidates.Completed staffing and training requirements; managed SLAs, policies and procedures, and metrics for multiple call centers to ensure successful ongoing relationships. Instituted departmental policies, goals, objectives, and procedures. Facilitated key site business initiatives.Completed annual internal performance reviews, incentive, and yearly salary planning; provided leadership and direction to supervisors; one-over-one manager of front line associates.

Norwalk, Ct, Us

Upgraded customer self-service through technology including IVR & web enhancements. Created one-stop paperless shop for training material, increasing customer satisfaction and reducing average talk time. Monitored KPIs, facilitated adjustment of resources.

Norwalk, Ct, Us

Managed bankruptcy outsourcing project and increased net recoveries by 200%. Strategically reduced number of external service providers and expenses. Performed weekly & monthly case portfolio reviews for internal staff and external law firms to monitor performance and inform key stakeholders (Corporate Counsel, Risk).