Sandy Tutwiler Email & Phone Number

Frisco, Tx, Us

Frisco, Mckinney, Prosper, Little Elm, Richardson, Denton, Aubrey, Plano, Allen

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Dallas/Fort Worth Area

• Managed a team that developed and executed training strategies that aligned with contact center goals such as upskilling retention center agents to sell wireless, and raising service agents’ customer satisfaction scores from the 40s to meet or exceed goal of 70.• Developed and Managed $12.5M training budget that allowed me to place trainers in contact centers to support the growth of approximately 1200 agents in AT&T owned and operated locations in addition to the certification of trainers in Business Process Outsourcing (BPO) companies around the world. • Developed and launched plans in 2019 within internal call centers to drive higher levels of post training performance, a better in class experience and deliver a best in class customer experience by integrating training support with center agents and leadership through focused activities outside the classroom.• Revamped the Strategic Partner Instructor Recertification program in 2018 by developing a consistent form and mechanizing the solution to trend performance data that ties quality of training in BPOs to agent performance and retention post training.• Led efforts in 2017 to reduce new hire training programs resulting in $6M in contractual expenses owed to AT&T Strategic Partners, ~$5M in repeat and customer adjustment reductions.• Communicated return on training investment monthly to senior levels of client leadership.

Dallas/Fort Worth Area

• Collaborated with TU to revamp the Integrated Service Model (ISM) center skill-up and new hire training• Led team that developed initial model to track ISM center contact rate and billing adjustments• Owned communication with center senior leadership teams on progress of programs and support

Dallas, Tx

• Led efforts to reduce customer friction and avoid moving inefficient processes to digital• Led training merger integration efforts for the AT&T/DIRECTV merger in support of the following teams: Sales and Service, Technical Support, Back Office, Retail Back Office, Chat and Social Media; led teams to develop general training materials to help centers understand the merger and impacts to both companies, led efforts to launch the largest train the trainer in support of the new Integrated Service Model centers, ensured training plans across AT&T and DIRECTV met launch timelines.• Partnered with IT to map out and equip systems needed for the Integrated Service Model (ISM) centers launch.• Led center communication efforts in support of the AT&T/DIRECTV merger by developing a new channel in the AT&T knowledge management system to support ISM agents and launching a new weekly communication tool for the ISM centers as well as communication of any launch related activities impacting either the customer or the centers.• Spearheaded monthly stakeholder meetings with impacted center senior leadership for both digital transformation and merger related activities.

• Led large cross-functional core teams for both Calling Rate Improvement and Adjustment Improvement Programs. Exceeded Calling Rate targets for 2012 and 2013. 2013 Calling Rate Improvements contributed to ~50M in savings to the business. Adjustment improvements in 2013 led to ~$24M in savings to the business. • Led and managed a team that developed and maintained methods and procedures, project managed Billing, Adjustment, Customer Solution Center projects, and analyzed Calling Rate trends, Adjustments, Billing defects, and Waivers for U-verse Consumer Home Solutions Centers. Non-recurring waiver improvements led to savings of $7M in 2013.• Hosted monthly meetings with Sr. Vice Presidents to communicate tactics and progress toward budget gap closure. • Selected by Leadership to participate in high potential development sessions such as Know & Grow and Advanced Development Program

Dallas/Fort Worth Area

• Program managed IP-DSL projects across Sales, Order Management, and Care to ensure centers are ready for new product introductions including but not limited to: Desktop/system enhancements, metrics reporting, process and training, call routing, system defect and issue management.• Led Consumer Sales and Service IP-DSL/CSI Tiger Team focused on improving processes and metrics to minimize budget pressures associated with expansion of the IP-DSL and Customer Self Install platforms.• Collaborated with Tech Development teams to develop system requirements that reduced manual facility corrections in the Order Management Center by >2% from Jan-May 2011.• Launched a chat program between Care and Order Management MC that resulted in a reduction of handle time for Care escalation ticket from 3-5 days to 10 mins/ticket.