Strategic Leader Managing all Member, Prospect and Provider related feedback. Develop processes to gather feedback, leverage technology to enhance data and provide streamlined reporting to internal and external stakeholders.

Responsible for managing end-to-end process for Voice of the Customer feedback, reporting andinsights.- Drive annual improvements in NPS, First Contact Resolution, Healthcare CMS CAHPS measures as well as member retention.- Manage VOC platform and vendor and data integrations across all methods of feedback management.- Disaggregation of data to provide actionable insights. Drive analysis connecting CX data to OX and demographic profile/personas to drive business improvements.- Deliver role based reporting based on dashboard visualizations as well as stakeholder insight readouts.

Led Customer Experience platform, strategy and actionable insights for 2K+ field technicians across 4 regions. Developed and deployed strategy for people, process and procedure initiatives in support of industry-leading Field Service 70+ Net Promoter Score.Leveraged behavioral-based quality model, driving a world-class customer experience in a consistent, scalable and repeatable manner that delivered measurable value to the business. Coached Six Sigma greenbelt project trainees, driving direct quantifiable savings to the bottom line.

Led lean six sigma process improvement analysis and documentation across business process departments.Developed future state recommendations with quality controls, ensuring sustainability. Created staffing resource model, optimizing task-to-team alignments and evaluating technology gaps to improve process inefficiencies.

Managed business rules, developed communications and C-level reporting for $40M+ dealer network customer experience leadership bonus. Developed monthly sales and after sales customer experience reporting for 365 dealerships nationwide. Insights based on direct customer input from voice of the customer survey results.On-boarded new CEM vendor Medallia into corporate processes including IT systems business reporting. Trained 12K+ dealership personnel virtually and in-person. Customer-facing employees trained virtually through webinars and leadership trained virtually and in person at annual national dealership meeting. Managed customer experience initiatives, including Medallia survey platform on-boarding and servicing to Customer Journey Touchpoint mapping. Mapped customer touchpoints to survey results and correlated improvement plans for each area of customer journey. Created and delivered monthly dealer Customer Experience reports. Scorecards highlighted CE scores from external survey with national rank, percentile and specific recommendations for improvement.

Led PMO initiatives for learning and development organization. Managed project timelines and resource allocation across $30M+ department. Developed and implemented in-person service advisor master certification assessment program. Established testing procedure, assessment center logistics, evaluations, and scoring procedures. Managed Daimler best practice analysis for the US North America region. Responsible for allocating department $30M+ budget into training and learning categories. Identifying efficiencies and collaborating with all regions worldwide to develop best practices across all Daimler global markets.

Served as senior leader to oversee process improvement across all departments. Assessed current operation, identified gaps in people, process and procedures, and developed action plan for improvement.Managed daily operating plan for preventive maintenance strategy and downtime management initiative, which resulted in a 15% increase in production output. Developed and delivered Total Productive Maintenance training to 300+ employees across all departments. Trained spearheaded the creation of cross functional teams to implement key initiatives and projects. Implemented automated downtime software program across 5 packaging lines. Results included 75% increase in employee involvement, 7% improvement in efficiency, and 15% growth in production output.

Served a key leadership role in the deployment of lean manufacturing initiatives, implementation of zero-defect strategy and Toyota Production System across world-wide manufacturing areas. Provided hands-on leadership with Kaizen events, project management, and developing and validating zero defect model across manufacturing.Managed project teams to relocate 3 manufacturing areas totaling $10M in revenue to internal departments, reducing work in process 86%, space 73%, transportation cost 50%, inventory $450K, and improved cycle time 75% and employee daily output 43%. Developed zero-defect strategy and trained 150+ employees on fail-safe, mistake proof techniques. Implemented across 6 departments, including commercialization team, and external parts suppliers.Participated in 2-year leadership development manufacturing management rotation program. Role combined leadership skills across 4 different assignments utilizing Operations leadership, Process Improvement, and Quality Management skills. Developed resource forecasting tool used by senior management to implement $5M+ in labor savings. Completed Six Sigma Black Belt training. Certification project, resulting in annual operating improvements of: waste 10%, process variability 10%, and efficiency 25% for a total cost savings of $375K. Partnered with Rochester General Hospital Radiology department to implement lean improvements in scheduling department and patient flow, decreasing patient wait time 10% and improving patient scheduling by 1 employee.