Plan, manage and facilitate all aspects of the premier Chamber Leadership Program in Johnson County.Whether you live, work, play or just want to increase your organizational reach in NEJC, this professional development program is for you. Held annually for ten sessions between January and May, Leadership NEJC 2025 celebrates 36 years of developing nearly 600 influential, dedicated, and prominent leaders in our community. For more information, DM me or visit https://nejcchamber.com/leadership/

Manage a team of eight to develop and maintain the relationship between C2FO and our partner companies. We track and monitor the performance of suppliers to mitigate risk and work collaboratively to overcome challenges, identify opportunities and improve financial outcomes. On average, our team facilitates the flow of $50m in monthly working capital to deliver business growth opportunities.

Direct report to the Chief Operating Officer to drive alignment of operational priorities to drive improvements in patient satisfaction, turnaround time and reduced healthcare costs.-Drove creation, documentation and cascade of annual strategic goals to align actions at all levels to ship 4.4M prescriptions annually-Direct the cadence of communication to 4K team members to map performance to strategic goals-Managed budget submissions, project and headcount plan to align resources to strategic goals-Facilitated team member engagement budget, feedback and events for over 4K employees-Developed the communication foundation for a new company to ensure consistent enterprise-level communication, including distribution list structure, MSTeams strategy and SharePoint site design-Facilitated employee feedback mechanism to ensure participation and closed-loop feedback to drive improvements in team member experience scores from 6.8 to 7.2 in 12 months-Drove design and development of team member onboarding, promotion and separation process to ensure that business needs are not compromised by changes in team member status-Designed performance management tools/scorecards to drive desired results at all levels-Established measurement and performance dashboards to identify and deliver customer satisfaction and First Call Resolution (FCR) over 90%-Partnered for policy and process updates to adjust to management of a highly distributed workforce with over 80% of team members working from home-Developed monitoring tools to manage $150M labor budget

Lead the operations integration efforts as a new joint venture between Prime Therapeutics and Walgreens was formed. -Established the HRIS requirements to integrate two culturally diverse teams-Facilitated the development of business requirements to establish the individual technology toolsets for each individual contributor role -Drove the requirements and execution to launch a new location, including call center technology, hiring timeline, and training schedules for approximately 1K team members-Directed the communication plan to prepare 3K team members for integration and migration of order processing systems-Established the change management plan to integrate two disparate approaches into a single culture for the new company

Accountable for transforming the Sprint Prepaid Group into a profitable entity within Sprint by meeting cost-reduction targets of $100M.-Responsible for driving efficiencies in a multi-billion dollar operating expense budget-Performance managed the team accordingly to achieve expected results-Established Customer Journey owner structure to quantify and prioritize customer self-service improvements to reduce operating costs by 90%-Led initiative generation workshops, prioritized the pipeline to direct resources to high-potential actions, and coached the team to a transformative mindset-Facilitated leadership to solve difficult problems and drive the strategic direction to transform-Scrutinized unaddressed spend areas with a laser focus on delivering cost-saving targets

Reported directly to the President of Prepaid to support strategic, operational and employee initiatives for the Sprint Prepaid brands (Sprint Prepaid, Boost Mobile, Virgin Mobile, Assurance Wireless.)-Established operational objectives, work plans and timelines while cross functionally directing the work critical to deliver over 4M gross adds per year from four prepaid brands and over 30 wholesale partners-Coordinated senior executive meetings and events including weekly staff meetings, quarterly strategy sessions, and team/organizational meetings-Managed communications, presentations, interactions and content for audiences at all levels of the corporation-Provided key operational support activities for business unit president including strategic planning, performance evaluation, action item follow up and tracking-Crafted the roadmap and content for organization-wide communications to ensure that all employees remained informed on both strategy and results for the business unit including written messaging and all hands meetings-Led special projects with cross-functional teams focused on solving business solutions

Focused on design and implementation of long-term, multi-channel strategies to drive profitable results across all brands and customer segments through Program Management of cross-functional teams to bring channel strategies to life.-Partnered in design of initiatives to drive incremental >100K wireless additions in 2013-Drove the strategy and implementation plan to improve performance and profitability of sales and distribution channels across all customer segments (Consumer, B2B, Prepaid, Postpaid)-Analyzed sales trends for improved performance and economics with focus on profitability to ensure maximum ROI of sales resources-Developed structure to dynamically drive competitive information to the front lines to reinforce advantages as external pressures evolve-Directed with external consultants to establish a consolidated channel strategy across all customer types (B2B, Consumer, Prepaid) and all channels (direct, indirect, national, retail, B2B, online, telesales)-Lead the program management office (PMO) for a highly confidential and strategic initiative to launch Pepper, the Robot, interfacing with a breadth of Sprint/Sofbank executives/organizations and global content/development partners. (https://us.softbankrobotics.com/pepper)

Led team focused on understanding and improving the customer experience for the small business segment (<25 lines, <99 employees) that represented a significant business growth opportunity. -Designed ideal customer experience for new small business customers, focused on a smooth transition to new solutions and ongoing support focused on the unique needs of a small business-Established consistent communication tactics to align the customer experience across various channels and/or touchpoints-Oversaw launch management for over 100 new initiatives to ensure a small business needs were met-Initiated “Small Business Community” collaborative site to drive common objectives for a diverse set of stakeholders-Established a robust field and customer feedback process for customer experience improvements-Developed and implemented customer outreach and support initiatives to reduce the churn rate of customers in the small business segment by 100 basis points in 10 months

Led cross-functional team primarily focused on employee engagement to improve the customer experience. Improving employee education and knowledge of competitive offerings and cross functional capabilities allowed for employee confidence that translated into company advocacy. A company cannot expect loyal customers if they do not have loyal employees that are vested in the improvements.-Advocated throughout the enterprise for consistency in the customer experience across all channels-Developed, launched and maintained enterprise-wide Employee Engagement program to shift to a customer-focused culture -Cross-functionally managed over 75 ambassadors to drive engagement, dissemination of education and cross-functional networking-Established metrics and criteria for employee engagement process that generated over three times the expectation in the first two months of the program-Created regular cross-functional networking opportunities for education and information sharing that touched over 5,000 individuals (or 25% of the targeted population) during the first six months-Partnered to establish brand reinforcement opportunities to stress employees as a key lever to re-build brand health – one of the top three priorities for Sprint-Developed plans that reduced customer defections by 28% from 1Q09 to 3Q10

Managed a team of eight to drive results in Customer Care with over 20K agents in 30 different locations through the design and implementation of compensation plans to drive balanced performance in all metrics, with focus on resolving customer issues and increasing subscriber value.-Set sales targets by call queue to translate enterprise-level revenue objectives to operational levels-Guided the development and maintenance of formal recognition programs to reward top performance at all levels, including annual Crown Club trip and Customer Service Week-Managed a budget of over $10M annually to drive performance incentives and recognition-Oversaw process elements to drive >$400M in incremental revenue annually through the Care channel -Ensured balanced scorecard reporting availability, usability, accuracy to drive performance at all levels-Drove system enhancements and performance tools to simplify the offer and provisioning process for improved efficiency-Partnered with Marketing for the design of channel appropriate offers to maximize revenue potential-Direct trend analysis and data models to propose product/process/compensation refinement-Continuously improved process, documentation and SOPs to drive concept adoption and performance-Consult with training on coaching and reinforcement of basic performance concepts-Partner cross-functionally with field and vendor management to identify and remove success barriers-Achieved Sprint’s “Crown Club” award to recognize top performers in 2007-Drove over $400M in up-sell revenue per year – delivering 108% of plan

Managed team of four to simplify complex launches of new mobile phones or devices for ease of support and higher customer satisfaction.-Participated actively in resource prioritization to provide marketing launch support-Partnered in initiatives to increase customer satisfaction, first call resolution (FCR) and sales, while reducing costs from increased handle time and inappropriate transfers-Implemented regular reporting against business case assumptions for tracking of new marketing initiatives-Acted as liaison to Marketing, ensuring the processes were functional for the field and for the customer

-Managed team of eight in process support/improvement for technical support in Sprint Program Operations-Participated actively in resource prioritization for marketing launch support-Partnered to increase customer satisfaction, first call resolution (FCR) and sales, while reducing costs -Transformed the internal and external perception of “Trouble” management group, focusing on the technical expertise of the team that was critical for customer support and satisfaction-Implemented specific changes to the support model to drive customer satisfaction and first call resolution (FCR)-Led the Technical Support team to transform communications and standard operating procedures (SOP) with focus on the customer experience and how the customer would view or describe the issue

-Led cross-functional team to transform the culture and operations in Sprint Customer Care-Launched best practice model of to fostered accountability at all levels with focus on big picture business objectives to drive value to the enterprise at record levels-Facilitated action planning to transition vendor partners to meet success levels as benchmarked in internal centers-Drove compensation improvements to double total 2003 gross add performance in the Customer Service channel within the first quarter of 2004-Expanded reporting capabilities to drive improved performance levels on all products-Played a key cross-functional role on the National Sales Team to achieve 2004 budgeted total year revenue goals by mid-June-Led National Sales Team initiatives to produce over $270M in revenue from the Customer Service Sales Channel in 2004 and record breaking revenue levels in 1H05-Established the selling framework to establish Customer Care as the number three sales channel for gross adds in 2004 and 2005, with an average of over 50K adds per month-Pioneered Release Management process for the Performance Management transformation initiative-Achieved Sprint’s “President’s Club” award to recognize top performers in 2004

-Crafted the strategic plan to re-energize the tool to guide Customer Care in offering valued solutions to meet customer needs, driving incremental revenue of $20M annually in 2002 to over $70M in 2003 with a 542% increase in units sold from 1.2M to a run rate of 7.7M-Led cross-functional team to launch Sprint Complete Sense home phone service in the Customer Solutions channel with process and reporting refinements to drive a 25% lift in sales units-Interfaced with Marketing for front line feedback loop on new product roll outs to establish and meet revenue and unit targets to increase revenue from the existing base-Planned and facilitated 2003 Sales Summit, resulting in the strategic action plans to drive $200M in revenue in 2004-Achieved Sprint’s “Peak Performer” award to recognize top performers in 2003-As a member of the senior leadership team, developed and implemented the process to create the 2002 strategic plan, reinforcing the Sprint Sub-dimensions for breakthrough ideas to position Sprint to defend against WLNP and to drive $60M in subscriber revenue-Created the balanced scorecard for the organization to link the strategic plan, the budget and the implementation process to track progress against the plan-Matrix managed budgeting and implementation process for optimal prioritization of resources to link initiatives to strategic plans-Drove cross-functional process improvement with mandatory After Action Review-Twice served as a Sprint Chairman’s Quality Award examiner-Partnered in authoring the Sprint Chairman’s Quality Award application for Customer Solutions in 2002 and 2003, resulting in a model for continuous process improvement