Stacy Womack Email & Phone Number

Dallas/Fort Worth Metroplex

• Managed strategic projects that improved customer experience, streamlined internal process flows, and helped reduce corrective credits to the business.
• Led a multi-functional team to define business requirements.
• Managed requirements from definition, implementation, testing, and business rollout.
• Ensured reporting of process enhancements along with documentation and training.

Irving, TX

• Managed high-profile projects that significantly enhanced customer satisfaction and facilitated the delivery of new business products to our clients. I orchestrated the efforts of cross-functional teams across.
• Increased the online adoption of specific product disconnects by 70%, refined the process, developed an adoption plan, tracked progress, and assessed and executed strategies for improved results.
• Defined and implemented a project plan with the wholesale team to launch a new global resale channel. In the first year, the team acquired 8 partners and achieved $1.6M in bookings.
• Delivered a new business billing platform and expanded the billing capabilities for a given product to new countries (supporting 24 countries) and for online credit card payments in 6 countries.
• Engaged resources to ensure processing met legal, product, billing, collections (including fraud prevention), and customer needs.
• First Agile Release Train Engineer in the department and drove the on-time release of software; I planned and held the first Quarterly Release Planning workshop with over 100 global stakeholders.

Irving, TX

• Supported the Product Lifecycle Management (PLM) process for the large business segment from its introduction to its end-of-life. This also included engaging in Portfolio Rationalization and the Business Case process.
• Through initiatives led, a significant enhancement of system requirements was achieved, which saw a 240% increase in the number of products supported by the business case tool, yielding a 50% time-saving for users.
• System support and training were provided, and a 95% closure rate for trouble tickets was realized.
• Leadership in creating and automating executive-level reporting and dashboards for projects was undertaken, producing over 24 reports. These efforts aimed to ensure consistency, track project progress, uphold data.
• Efforts were focused on monitoring post-launch progress, which was crucial for the success of future projects.
• Engaging with portfolio owners to assess and create cost/benefit analyses was a key responsibility. This effort identified products and components no longer relevant to the market, leading to their phased removal from.

Irving, TX

• Oversight was provided for a team tasked with maintaining customer hierarchy, relationships, segmentation, and sales assignments that bolster sales and global customer perspectives. This role involved the management of.
• Leadership was demonstrated in a hierarchy cleanup project, where a plan was formulated for the team to review the top 2k accounts, encompassing 3 million records. This effort led to 97% of accounts being assigned DUNS.
• A significant transition to a new hierarchy was executed, with 70% of Verizon Business customers successfully transitioned. This transition saw an 86% reduction in legacy codes and the inclusion of international data.
• Standard processes were developed and documented to streamline account mapping times, update changes, and enhance accuracy. This initiative led to a reduction in orphan accounts by 86% and the development of Rules of.