☆☆ Client contact for reporting processes. ☆☆Maintain daily weekly, monthly reports, minimizing red flags in reporting feedback. ☆☆Consolidated and corrected calculations in existing reports to improve report accuracy.☆☆Migrated reporting functions from a local computer to system server, and developed automation. This simplifies and reduces training time, when I am replaced, and avoids SOX complications that arise from a shared login. ☆☆Designed and improved center-wide reporting processes and tools. Team Web pages, Electronic attendance tracker, Agent scorecard, Swaps database, Blended talk time, daily top 3 quality deductions report, AUX abuse report, Pay for Performance Access database, WoW report ( a utilization tool), Scheduling Assistant. ☆☆Regular contributor to the Call Center newsletter, including a series that provides agents better insight how to achieve internal promotion when positions become available. ☆☆Provided Ad Hoc reports analyzing talk time, disconnected calls, Pay for Performance, Corrective action discrepancies, etc.☆☆Recommended changes to process management of Email, callbacks, and Team Lead direction.☆☆Created automation for Workforce reporting, reducing task time for these reports from hours down to minutes.☆☆Created online Quality scoring tool and online Quality disputes process☆☆Designed and implemented center-wide reporting processes and tools to ensure fair, accurate, timely reporting for agent metrics, and project progress. ☆☆Developed tools to assess top performers: Blueman team, Payday awards, and various other recognition programs. ☆☆Developed standards, and created Performance Monthly Objective forms. Customize, and automate existing Access database for tracking PMO data.☆☆Assisted in Knowledge base article development and error corrections of existing Knowledge base articles.

☆☆Served as Supervisor for the software support team (Level 4) of ACS, supporting Brother Fax, and Multi-function fax/printer/scanners.☆☆Managed the Level 4 team with up to 27 agents as direct reports, including 3 team leads.☆☆Developed second supervisor for Level 4☆☆Coached agents on interviewing skills to prepare for internal promotions.☆☆Simultaneously supervised agents in 3 separate departments: Windows support, Macintosh support, and Hardware support.☆☆Member of Initial product quality studies meetings, and software conference meetings.☆☆Reporting of issues related to the client’s web site, other partners, for agent coaching, and reporting coaching opportunities for Hardware support agents.☆☆Increased Level 4 production from 2.4 calls/agent hour to 3.4 by improving morale, top grading, training, and knowledge sharing.☆☆Championed quality auditing of the Level 4 team.☆☆Maintained morale in the face of call volumes exceeding twice the capacity of the number of seats allocated to Level 4.☆☆Demonstrated business need/return value of increased level 4 support resulting in personnel increase of 20 seats☆☆Developed testing to determine prospective agents to promote to level 4, and assisted development of training material.☆☆Assisted in developing plan for upgrading support provided by Hardware technicians (commonly called Level 3.5)

☆☆Managed a team of technical support agents with 18 direct reports in two projects.☆☆Developed documentation and standards for center reporting team, and delegated documentation of processes. This resulted in better ability of the reporting team to take over one another’s tasks in the event of absenteeism, and vacation time. This also reduced training time for new reporting recruits.☆☆Ramped down HP Pavilion project: Managed inventory of over sixty computers, along with assorted printers, and related peripherals. Oversaw equipment transfer ensuring customs shipping regulations were met, and both centers had required equipment as project moved to Canada. ☆☆Ramped up internal security project. This includes assisting in selection, and screening of prospective agents, selection, and layout of the Project area within the call center, customizing standard procedures to local environment.