Hired to operationalize a training organization in support of print and digital operations (supporting SEM, on-line display, websites, direct mail), as well as launch new ventures based on expertise.

Results oriented consulting firm providing value added experience relating to products and services for high-challenge organizations. Developed client consulting relationships with YP/AT&T (past 3+ years), Bank of America, Stiefel Laboratories, Pendum, LLC, A&I Solutions, both repeat business and client referrals. Areas of expertise include project management, communications, call center and vendor management, performance management, culture/change transformation, coaching/mentoring, metrics/scorecard, reward/recognition programs, pay for performance, sales/marketing, launching sales/care channels, and human resources/training/education.

Expanded “Feet-on-the-Street” alternate sales channel in support of 5 external vendors and approximately 500 sales representatives nationwide, with an operating budget of $17M. Responsibilities included market planning and execution, incentives/offer development, list/sales generation, results analysis, order quality management, customer satisfaction and external vendor management.• Secured 2003 funding for 141K ALLD Sales (470% increase over 2002).• Exceeded 2003 sales objectives: attained 64K ALLD sales (250% of objective; 5% of all AT&T total ALLD sales).• Developed a robust vendor funnel to optimize sales, lower vendor commissions, and ultimately decreased cost per sale by >10%.• Reduced 2003 channel expense: Cost per Net sale-$111 vs. $121 and Cost per Provision sale-$113 vs. $123.• Negotiated new vendor per sale commission at $80 vs. $95 average commission in 2002.• Provisioned 98% of all Feet-on the-Street sales, exceeding the 93% rate delivered by traditional channels.

AT&T Telemarketing Distribution Services – Atlanta, GADistrict Manager – Education and Training, 1998-2002Directed training activities and developed training staff (50 field and headquarters managers) to support 1,800 associates in 3 Inbound/Outbound Telemarketing Centers, and over 5,000 associates in 13 External Agencies (at 50 locations).• Developed and delivered new hire training, as well as training for marketing promotions, systems, sales skills, and customer service, for seasoned associates.• Researched, developed and analyzed multi-media training solutions including computer-based training, interactive training simulations and other technology enabled learning methods.• Created a training profit center by proactively selling training material and providing consultative support to external agencies for new hire, selling skills and management development training. Generated $161K in new revenue for TDS, while eliminating $95K in agency training expenses.• Selected as ACS representative on the Council of Deans. Collaborated with 10 AT&T entities to share training expertise and gain efficiencies, resulting in the development of a headcount reduction plan that decreased headcount by 25% and generated a $2M expense reduction across ACS.• Achieved number one results in TDS for Employee Satisfaction Surveys year after year.

Director, Customer Care, 2007-2008Direct call center vendor to provide a high level of customer service to subscribers of cell phone insurance, in support of our contracted carriers. Manage a $3M budget to optimize call center performance and support growth of present and new carriers. Responsibilities include negotiating contractual terms, achieving business objectives and carrier service level agreements, attaining subscriber and carrier satisfaction. Intimately involved in forecasting call volumes/ staffing, determining expansion needs and site selection, ongoing planning/control process administration, provisioning scripting and training for product enhancements and day-to-day management of all call center results.• Lowered overall call time and subsequent hours to meet and exceed budgeted expenses for 2007.• Closed and opened three call centers, transitioning all work and functions to locations in different states.• Launched 4 carriers (new business), incorporating new metrics and rep support to attain added goals.

Originally hired to launch an Inside Sales/Service Center for a new pharmaceutical subsidiary of Stiefel, “Stonebridge.” Responsibilities ultimately included: selecting a new site, negotiating the lease, and complete build-out and furnishing of a 165,000 square foot “build-to-suit” site. Building needs included temperature-controlled pharmaceutical product warehouse with 30’ ceiling, 9 docks, pick-pack-ship area, racking; two-story office for 175+ employees (sales management, marketing, training, finance, telemarketing), workout room, training rooms, common areas, elevator, etc.; direct mail marketing /advertising function/area.• Worked with broker, making decision for build-to-suit vs. purchase of preexisting building, and negotiating 9-year lease.• Hired and directed project team made up of a project management company, architect, construction company, with goal to meet move in date and $5M budget.• Selected and negotiated pricing for interior furnishings (office furniture, cubicles, case goods, etc.).• Created plan for launching Inside Sales/Service Center including hiring sales employees, job functions, training, measurements, hierarchy, telephony, and infrastructure.• Interviewed management of pharmaceutical companies, who support Inside Sales, as well as outsourced vendors contracted by pharmaceutical companies (Hollister, CIBA Vision, Access Worldwide for Physicians and/or Pharmacies, Priority Healthcare).• Collected data to create a Center of Excellence: target market, sales cycle, salaries, incentives, SLA’s, management requirements, telephony & software, scripting, training, office set-up, hiring and attrition, etc.

Managed the Inbound Customer Care and Outbound Telemarketing Sales Center supporting Sales Managers, Supervisors, Administrative personnel, outbound sales representatives in 6 locations, and 70 inbound. Accountable for $45M in business supply sales, and numerous metrics supporting operations, customer satisfaction, and inbound performance, for Northeast, Mid-Atlantic, and Southeast Regions. • Drove inbound service level from 64% to 98% of calls answered within 20 seconds.• Improved In-bound rep productivity from 60% to 90%, while decreasing headcount expense 18%. Established performance metrics for productivity, accuracy, and attendance, which ultimately determines rep appraisal rating and quarterly bonus.• Restructured Order Support team resulting in balanced workloads, increased supervision, streamlined processes, higher level of accuracy, and higher productivity.• Managed year over year increase in quota while reducing headcount 50%.• Identified numerous opportunities impacting outbound sales: systems tracking, rep territory alignment/ correct baselines, sales forecasts, contract setup, pricing, and rep attendance. • Consolidated 2 Outbound locations and managed downsizing.

Launched and fully deployed an outbound telemarketing organization comprised of 40 managers and 500 associates in 3 center locations.• Identified, developed and implemented key processes involving human resources, recognition, results reporting and performance management.• Attained outstanding sales (104-400%) for Local, Retention and Acquisition Markets.• Increased productivity and maximized a $12M operating budget by achieving a 15% Cost per Record reduction while incurring less than $9M in expenses.