Spearheaded the development of new Customer Experiences across multiple channels to createa seamless experience using data driven insights. Propelled channel interaction innovation andtransformation in a highly matrixed organization. Maintained an innovation pipeline, utilizing newtechnology and smart workflows. Developed an omnichannel strategy and approach to drive better customer experiences.❖ Launched IVR pilot testing the impact of new CX strategy within 3 months, decreasing IVR call abandon rates, driving higher authentication rates, and reducing negative comments about IVR.❖ Designed a new service strategy and channel approach for Healthcare Providers, moving toward a more proactive service model by utilizing predictive analytics to preempt non-value-added customer interactions, reducing anticipated call volume by 4 million.

Headed a new Customer Experience department with responsibility for the multiple functions: Customer Experience Strategy & Planning, Product Development, Product Management, Insights & Analytics, Design & User Experience, Social Media Publishing and Care, Marketing & Communications, and Communications Delivery. Built a cross-functional team to prioritize projects which improve both the customer experience and the cost position of the company.❖ Successfully helped the organization understand the strategic importance of thoughtful customer experiences, driving $6.5M in cost savings out of my $32M budget.❖ Implemented Customer Experience strategy, which improved digital adoption by 7%, increasedautomatic payments by 19%, improved successful authentication rates by 6%, increased electroniccommunication adoption (paperless) by 13%, and improved customer satisfaction scores by 4%.

Promoted design thinking within the business unit. Implemented an innovative service offer for customers. Created CX Design Communities to break silos, create shared goals, and anchor on the customer experience. ❖ Launched a new product, Proactive Travel Disruption Service, to clients in multiple markets within tight timeframes, moving the customer experience from reactive to proactive and preemptive. ❖ Nominated for two awards: Stevie Award for the Service and Golden Bridge Gold Award (won Gold Award).

Responsible for Global Operations Management for a Customer Contact Center. Managed a home-based workforce including front-office, mid-office, and back-office teams. Accountable for Program Management, including driving innovations, process improvement, and service design improvements to deliver excellent customer experiences.❖ Launched a Global Service Delivery Organization in three new markets.❖ Successfully maintained a 90% Customer Satisfaction score along with a 90/20 TSF.

Managed a team of home-based MI Consultants, providing strategic insights to clients. ❖ Managed offshore vendor relationship. Sustained excellent c-sat scores and improved process timelines by 67%. ❖ Led 4 transformation projects to improve productivity, customer experience, and profitability: New Data Product, SalesForce Redesign, Consolidation of Global Teams, and Centralization of Customer Service teams.❖ Improved the cost position of the company by eliminating non-value work, offshoring, and automating functions. Reduced staff by 31% in mid-year, exceeding goal of 25% reduction.

Recruited to participate in a special global billing project, sponsored by the senior leadership team, to improve processes and develop new processes that assisted our organization in recapturing lost revenues of $12 million. ❖ Personally delivered $3.25 million, 25% of the goal, within the first six months of being on the project.❖ Developed a new process to reduce revenue leakage, recovered $1.76 million in expenses from clients.❖ Created a project team to reduce the Accounts Receivable reserve in France, delivered an additional $1.28 million in revenue.

Created a new organization to support clients in driving digital adoption and demonstrating customer savings through consulting on online programs. ❖ Successfully reduced client contractual penalties by $340,000 within portfolio by improving SLAs and renegotiating the contractual penalties clauses. Delivered reengineering savings of $363,000. ❖ Generated over $500,000 in additional revenue by creating new Online Advisory Consulting Products.❖ Developed training series for a 200-person organization, ensuring capacity was maximized by utilizing technology and knowledge to improve our organization’s efficiency and effectiveness in current and future roles.

Created a new service organization to support clients and Client Managers with our Online Products, Digital Reporting Tools, and Other Services. ❖ Partnered with key stakeholders and vendors to launch AXIOM, a new online travel booking tool. Executed on a plan to deliver training, automated tools, reporting, client communications, and change management materials. ❖ Developed a new process with the internal Deployment Team to build online tools for our small clients faster, reducing site build time from 21 days to 10 days, ensuring revenue sooner from newly implemented accounts.

Established and deepened partnerships with strategic accounts within the marketplace; Using a consultative selling approach, demonstrated the value of our premium priced products/service despite resistance and objections.❖ Implemented the first fuel pump enabled rfid technology product, ExpressPay. ❖ Successfully developed relationships with C-level decision-makers within 90% of the portfolio.

Managed a $20 million portfolio of cornerstone accounts with responsibility for client retention, account penetration, strategy development and increasing loyalty for a premium-priced service. ❖ Achieved improved relationships with several jeopardy cornerstone accounts by identifying problems and partnering with other departments to create win-win solutions and restore client confidence.