I am responsible for leading and overseeing all aspects of our contact center operations. I ensure that our contact center meets both customer expectations and organizational goals across our system.My role involves directing the operations of multiple communications centers, ensuring 24/7 service delivery, and managing forecasting, reporting, and staff scheduling to optimize performance across all communication channels. I am also responsible for developing and implementing best practices, procedural infrastructure, and enhanced workflows to ensure efficient and effective communication and patient support.I work closely with key stakeholders, including hospital and medical group operations, physicians, and business partners, to align our efforts and enhance the patient journey. I maintain a high level of expertise in contact center technology, evaluating emerging solutions to continuously improve our services.Additionally, I oversee training and quality assurance across our patient access centers, ensuring that our teams meet goals, service level objectives, and quality metrics. My leadership style is centered around fostering a motivating work environment that aligns with Endeavor Health’s mission, vision, and values.I am also involved in strategic planning, budget management, and talent acquisition, collaborating with Human Resources to build a strong team and maintain our reputation as an employer of choice. My goal is to drive continuous improvement and deliver exceptional patient care through effective and innovative contact center operations.

Provide strategic leadership and direction for the Operations Support team, overseeing workforce management, staff training, quality assurance, business analytics, and project management for patient access with a population of 260+ agents and clinical staff.Manage all projects related to or impacting the contact centerEnsure the effective integration of new systems, technologies, and programs, and streamline business and operational processes.Direct telephony and information systems to support day-to-day operations for the call center.Assess the call center's effectiveness on a regular basis, and implement programs to lead, motivate, coach, and develop team members to achieve service level and quality goals.Partner with key stakeholders and other functional areas to ensure financial targets and patient, operational, and capacity requirements are met.Work with corporate staff and other management teams to determine and implement operational policies consistent with departmental and organizational directives.Support new business development by integrating new practice groups into the PAC using a scalable model with defined stakeholders and deliverables.Oversee data collection, identification, and analysis of non-compliance issues and customer escalations, and design and implement improvement plans to address these issues.Implemented a new service delivery model developed by consultant firm, and continually monitor its effectiveness, making adjustments as dictated by business needs. Re-engage consultants to seek counsel regarding changes to the original plan.Directed the sourcing and implementation of an enterprise-wide call handling software solution.Developed and implemented a quality improvement program to improve patient (client) satisfaction, resulting in a 20% increase in quality assessment scores.

Directed a staff of eight professionals to perform the workforce management function for two call center sites with a population of 200 agents, including a work-at-home contingent.Led strategy for the global telephony system, including IVR design, skills-based routing, and call recording.Collaborated with VP, Customer Service, and other members of the executive team to resolve service delivery and other issues.Interfaced with other areas of the enterprise, including merchant services, editorial, scheduling, and Information Technology to address a wide range of operational issues.Led global initiative to develop standardized processes and procedures related to call center staffing.Set expectations on front-line utilization, including optimal blending of contact channels.Designed and implemented a strategy that engaged the Finance Department in hiring decisions to ensure no breakage in service delivery.

Oversaw the operations of the Workforce Management department, and implement short-range and long-range strategies that ensure optimal service levels and occupancy rates for a complex, high-volume multi-site contact center organization with a total population of 1,500.Engaged regularly with Senior Leadership to continually improve the performance of the Customer Care Centers, and participate in process improvement projects to enhance service and reduce costs.Utilized extensive management skills to lead, coach, and mentor a virtual staff of 34, building an effective team to serve in a fast-paced contact center environment.Conducted daily reviews with staff on key performance criteria including service level, handle times, absenteeism, and schedule adherence to identify the root causes of performance gaps.Implemented Key Performance Indicator Metrics Scorecard to measure accuracy in forecasting, scheduling, and Intraday Management.Led two successful Workforce Optimization projects, which upgraded the workforce management platform, refined the forecasting and scheduling processes and measurements, and implemented Real Time Adherence monitoring and scoring across the contact centers.Experienced with implementing both IEX and Aspect eWFM and eWFM Administrator, and knowledgeable of complex workforce process flows, forecasting, capacity planning and scheduling.Proven abilities to analyze, interpret, and summarize complex data related to contact center technologies, and able to prepare and present reports to communicate forecasts, trends, and recommendations to the Operations Teams and Senior Management.

Key member of the management team that facilitated the successful in-sourcing of the JPMC/IBM Help Desk in 2005, resulting in an increased user base, from 70,000 to more than 140,000, and an increased agent population, from 138 to more than 600 in seven locations and three regions globally.Brought significant savings to the organization by continually assessing forecasted staffing needs to actual needs. Analysis performed in 2005 saved approximately $3.5 million annually by reducing projected global agent headcount needs.Designed and built the Global Operations department from the ground up, which consolidated forecasting/capacity planning, global scheduling, real time metrics management, change management, access administration, disaster recovery, and telephony administration into one functional group, resulting in fewer resources needed to manage schedules as well as improved response times to real time issues impacting the company.Leveraged efficiencies in existing agent pool by developing a multi-skill set plan across multiple sites, improving load balancing and service levels.Provided guidance to the leadership across the sites to balance handle times with resolution rates while maintaining or improving agent quality scores.Led initiative to assist in employee satisfaction by developing schedules and scheduling processes that allowed for a more balanced work to life ratio for the agents, resulting in an attrition rate below 5%.