Ronald Simon Email and Phone Number

Executive Director - Global Process Operations

Site Leader responsible for operating profitability Pharmacy. In excess 600+ employees are within the operation, located in TX, NM and PA. Responsible for all aspects of the mail order prescription operation including:o Data Entry/Verificationo Order Fulfillment and Delivery o Inventoryo Patient CounselingScope of responsibility includes the oversight of a 180 seat call center- Improved service levels and ASA’s by 25% over previous year- Implemented pay for performance program, which improved productivity (10%) and quality (17%) year over year.

Lead the strategic planning process for the Call Center, coordinating closely with the Director of Marketing to ensure that the call center vision, goals, strategy, operating plans, and tactical plans support the overarching business strategy.Maintain a profit and loss (P&L) statement for the call center to track revenue and expenses directly attributable to call center performance.Continually identify and capitalize on opportunities to improve the profitability of the call center operations.Provide leadership and direction to the Call Center Management and Administrative teams responsible for the day-to-day tactical initiatives of the department.Forecast manpower requirements and make necessary changes in staff based on day of week, sales promotion and other anticipated events as needed to meet or sustain target service and performance levels.Manage customer experience and quality levels by monitoring customer service reps and surveying customers.

2007-2010Responsible for operating profitability and centralizing purchases of controllable expenses for a 600 person facility and a budget in excess of $50 million annuallyScope of responsibility included the management of an 80 seat call centerPerformed financial analyses of facility results and reported daily to corporate partners while managing prescription fulfillment and customer support activitiesImmediately improved performance by focusing on patient expectations. Directed Lean Six Sigma quality process into daily operations and incorporated newer and advanced technology. Decreased order processing times from 1.8 days to 1.2 days

Responsible for the operation of two customer service call centers with an average of 3.6 million calls annually (sites located in Bloomington, MN and Farmington Hills, MI)Led 5 direct reports and indirectly led 500 associatesResponsible for the creation and adherence of a $14 million budget and was able to reduce cost per call by $.75 within a year by improving operational efficienciesWorked with corporate workforce management team to develop a new approach in the analysis of staffing levels and the management of ‘strategic routing’ plans to increase service levels and productivity, while minimizing costs

Led 8 direct and 200 indirect reports, focusing on the resolution of patient service inquiries and issues. Work with Call Center Director and Local Human resources to develop internal and corporate policies, procedures along with a business work plan for the siteOversee the hiring, training and evaluation of the staffActively participate in cross-functional initiatives that support our global Call Center processes through the capturing and incorporation of best practices. Developed processes and procedures that enhance customer service, promote employee satisfaction, and decrease operational expense. Assisted in improving attendance, average handle time and schedule adherence by at least 25% in each metric in 2005 when compared to the previous year. Significantly reduced annualized attrition significantly in 2005 (34% vs. 56% in 2004).

Operations Manager for wireless division