Randy Cockrill Email and Phone Number

Responsible for establishing a centralized nationwide Call Center including all policies and procedures, call routing, and recruiting. Also served as the project manager and administrator for the implementation of the new Oracle Service host system supporting the call center. The new focus and procedures enabled us to reduce escalated calls from over 60% to less than 5% in the first year. Worked with the the executive team to create new career paths within the Kubota - resulted in Zero Turnover within the new customer service group n the past 2 years.

Responsible for strategic consulting, including business plan & sales strategy development with a focus on IT components. I am the technical and operational liaison between developers and client project leaders ensuring project goals and target dates are met. I am also the implementation leader of new host systems for small businesses, including budget planning, staffing needs, and training. I continue to build and cultivate long-term quality client relationships with a hands-on approach by delivering on expectations, being accessible, and jumping in front of concerns to handle issues immediately.

My focus was on executing and maintaining company processes and disciplines for this 6 million 70+ employee client services firm in the areas of: personnel development and scheduling, quality controls, communications, human resources management, cost and procurement management, risk/issue management and change management. I guided the company through a rapid increase of 19 people to over 100 – creating jobs, and tailoring policies and procedures to meet both internal and customer demands in a 2 year span. I transitioned the call center focus to include average handle time as a core metric, aligning training programs, KPI’s and incentive compensation, cutting web search costs down by 30% and increasing positive resolutions by 20% in a single quarter. By conceptualizing, developing and implementing a 3 tier career path for both the Dallas and Fort Worth call centers, the result was greater employee retention, a natural cross-training job advancement model, and a reduction on-board time for new employees by 30%.

I mentored and supervised project/product managers and programmers to ensure timely and cost-effective development of systems or services that support business objectives. I assisted in the formulation of goals and targets for each project and executed plans to reach those goals. During my time at SSA I successfully managed the primary distribution site software implementation for North America’s largest broadline closeout retailer and I effectively managed the transition from solutions implementation to client support for 50 + projects in and outside of the US.

I planned and managed day to day activities for the Memphis facility consisting of 45 associates including budgets, production, forecasting, scheduling, safety, and personnel development. I created and implemented new warehouse routings and picking process controls eliminating mispicks. In addition I created and executed operational procedures and audits in accordance with company, city, and state guidelines. As the Company Project leader for the construction, I served as the client project manager of the new facility from the ground up, relocation and initial startup while ensuring food grade compliance. I was also asked to be an On-site consultant for JD Edwards’s implementation rollouts across the country with a focus on floor plan design and storage racking configuration to optimize warehouse space and picking routes.

At UPS I received a series of 5 promotions in 5 years to become the youngest Operations Manager in the Doraville center. I was responsible for fast-paced inbound operations consisting of 125 associates 10 supervisors in a union environment. I eliminated downtime and optimized workflow of trailers by working collaboratively with the transportation department. I was also selected by the Operations Director to lead an intensive examination of various business internal business units, identifying strengths and weaknesses while recommending improvement strategies.