Robert Pearson Email & Phone Number

United States

United States

BPO Operations Manager American Express Platinum Travel & Lifestyle Services (TLS) for call center start-up. Expert in the area of customer service, and problem solving communicating across all levels of the organization, conveying needs clearly, and negotiating through to amicable solutions.Serve as a coach and mentor, leading remote teams, establishing trust, building rapport, and as catalyst syncing departmental focus towards operational and revenue targets through strategic initiatives. Responsible for presiding over departmental budgets, delivering invoices to clients consciously ensuring that resources are managed as efficiently as possible to maximize opportunities to reduce cost and mitigate the compromise of service deliverables.Managing day to day operational responsibility over $18M budgets with monthly net revenue of $832K and ensuring that all daily and periodic activities are completed as planned achieving all intraday, daily, weekly and monthly SLA, revenue, and sales targets for both inbound and outbound campaigns. Motivate and develop Team Leaders through coaching, feedback and personal development in order to enhance performance delivery, meet contractual obligations and maximize staff retention.Responsible overarching engagement protocols for site leadership to ensure development of a comprehensive approach to team morale for both WFS and WFH and site personnel totaling 250 employees. Identifying operational and performance gaps while achieving a comprehensive and consistent onboarding and handoff process for frontline employees.

Manage day to day operations of services center consisting of 30 direct reports to include remote teams in the east, mid-west and west coast regions providing “white-glove” immediate response to CMH hotel and resort guests to include the following portfolio of properties:Intercontinental Washington, DC-The WarfIntercontinental New York-BarclayHotel Indigo Lower East Side NYHotel Indigo Brooklyn, NYIntercontinental Houston Medical CenterIntercontinental Los Angeles Downtown Hotel Indigo Los Angeles Downtown Holiday In Club Vacations / TimesharesDeliver financial returns by taking advantage of up-sell and cross-sell opportunities for IRD requests to see 30% increases in revenue gains through the implementation of live (virtual) coaching and development of ISC agents across east, west, and central divisions.Set strategy for the organization, and follow through on tactical execution training, coaching, and development of staff, including establishing accountability measures.

Philadelphia, Pa, Us

Responsible for overall operational execution, excellence, and delivery of differentiated results for tech/sales call center. Established and maintained a winning performance culture for a startup to include benchmarking performance goals for the Customer Experience team while leveraging Employee Satisfaction for Big South - Central Division consisting of 550 front-line in-house and virtual/remote employees to incluse inbound, outbound, text, and chat. Designed virtual training processes utilizing cross-functional partnerships to include Learning & Development, Human Resources, CCOW (Call Center Without Walls), and supervisory leadership teams. Designed internal strategies to address overall center performance goals, responsible for the management and development of Team Managers and CSR team members consisting of 15 direct and 175 indirect reports.Revised and implemented a new Net Promoter Score (NPS) analytics review process, Tier-1 technical troubleshooting process flows promoting end-to-end digital channel self-help options for customer resolution. Delivered on projections for cost center revenue targets to include ancillary and operational budget forecast strategies positioning the Central Division region call center ranking #1 in Three Product Repair (TPR) consecutively month-over-month.Strategic Planning: Designed a communication model to ensure the effective cascading of departmental plans aligning with overall business objectives. Ensure brand awareness through internal and external marketing analysis campaigns of TNPS/ENPS market data to maintain and secure a consistent brand standard message including onboarding of new exempt and nonexempt employees at each 3-Product Repair facility in the division growing NPS from -24 to +10 within three reporting periods. Project Management: Managed end-to-end virtual training program to include design, roll-out, and residual training modules of a new training program.

Windsor, Berkshire, Gb

Built corporate culture through development, motivation and strategic alignment to drive revenue of sales and member loyalty office. Responsible for team performance of front line reservations agents supporting departments to include Leadership and Development, Workforce Management, Training, and HR Functions. Deliverd on budgetary targets, develop cross-functional partnerships/teams tailored to VOICE product awareness, customer retention and engagement to meet KPIs. Inspire others to deliver a tailored brand experience through expert market and customer insights, industry knowledge and passion in a culturally diverse environment. Executed on strategies and initiatives that promote brand/product preference; building customer loyalty and operational effectiveness. Enable change within the contact center environment where the team adapts and adopts required change quickly and effectively through continuous process improvement. Conducted performance mid-year and year-end performance reviews to include the launch of a self-paced new hire learning environment.Key Results:Successfully transitioned center from a strict service culture to a ``Sales and Service'' culture generating on average per team $23.3M in new revenue performance. Developed and rolled out scorecard-based accountability focusing on a new sales approach strategy to include maximizing cross-sell and upsell opportunities in the Northeast, Southeast, and Midwest sales regions. Responsible for implementing strategies and tactics to ensure success during the peak performance season and identified performance gap ``root cause'' to make recommendations on suggested changes to meet objectives. Increased centers' ability to increase efficiency from 33.3% to 81.25% (47%) within 12 weeks.

Bellevue, Wa, Us

Manage call center operations accountable for the center performance of 675 FTEs to include customer service, collections, sales, virtual teams, and support staff. Create a proactive coaching culture through the development of policies, procedures, and operational processes to align daily production, quality, and service goals with business objectives. Managed all aspects of recruiting, interviewing, hiring, coaching, and disciplinary processes; protect market share and manage budgets, achieve customer retention goals, and foster positive communications. Action Plans & Initiatives:Aligned contact center’s training and performance processes and activities to respond on a real-time reporting basis. Coached, developed, and trained staff of 16 frontline leaders to meet and exceed performance standards across 16 key performance indicators (KPIs) and 10 leadership competencies. Closing gaps in performance through change management.Designed and implemented a new sales curriculum producing a solid-performing sales team with an increased focus on a “service to sales” strategy as the platform for center growth enabling the contact center to achieve its goal in shifting the performance focus. Developed outlier (bottom 20% of production pool) “boot camp” to move the underperforming population of the frontline to see 12% performance gains across metrics during the project time. Manage Tier 1 Tier 2 troubleshooting to include online chat.