● Leadership for PMs/Bas/Contractors: hire, coach, motivate, and evaluate performance. • Facilitate biweekly team meetings and 1:1’s.• Ensure Open issues are documented and tracked, and all deadlines are met.• Lead lessons learned for the Operations Team.● Strategic Leadership by collaborating cross-functionally to align, develop, and implement strategies with the overarching company goals. Create innovative solutions (including using technology) to support business growth and opportunities. ● Create executive-level presentations for management including strategic plans, weekly status, and YOY process changes. ● Spearhead UiPath Automations process. Automations in Q1/Q2 of 2024 saved the company over 2000 manual hours (Over $150,000).● Compose cross-functional process flows to gain stakeholder agreement on new processes. ● Vendor Management for group-specific document creation, inventory management of materials, and storefront ordering. ● Data Management for GRS Mandated department data grids, review output, validate, and communicate to the team, any inconsistency identified equals cost savings (~150 issues identified, and possible cost savings of $500,000).● Partner with various teams to ensure compliance with Medicare guidelines and other regulatory requirements for all materials.

● Implemented the new project management software “HIVE” and was lead for any questions/Issues/Updates/Access.● Project Lead for various projects such as:• Workfront transition from GBD to CSBD for multiple departments• Led the Co-Logo project to obtain co-branded logos for groups to incorporate the co-branding on the mandated materials (obtained over 100 new logos).• Created and implemented a Standard Operating Procedure documentation structure.● Governed data projects:• Project to combine datasets from 3 different sources into 1 to increase efficiency.• Managed output from a database received from IT, ensured accuracy and maintained version control. In 2023, 6 issues were identified equaling a cost savings of $107,400. • Collaborated with various teams and vendors to strategically plan and create the Standards/Insertion Grids for mandated versions for the plan year.● Managed various mandated collateral processes (Member Communications), including the EOC PDP, Formulary, ECD, WRAP, ANOC Off 1/1 EOY mailing, and STOM mailings. ● Spearheaded the Renewal/New Group Onboarding processes for Marketing. Collaborate with implementation to ensure members receive their mandated materials accurately and timely for all 300+ groups (missed SLAs/data inconsistencies can lead to compliance risks, as well as re-mailings). For 2022, identified 85 issues equaling a cost savings of $271,636. ● Streamlined current processes to achieve efficiencies by utilizing UiPath. • Implemented an Intake Process for UiPath requests for the department.• Collaborated with the UiPath team to create 5 bots for the monthly formularies.

● Managed a high-profile billing project to implement a new billing tool that enabled the Billing Department to review all accounts and correct over 900K cases per year by way of a semi-automated process which saves the company money and resources.● Created business requirements, tracked outstanding issues, participated in BUAT, and communicated status updates to the business. ● Recognized by the company for the “Best Customer Experience Team Award 2017-2018”.● SharePoint administrative assistant for the Business Process Team.● Spearheaded all aspects of the billing process documentation (P&Ps, SOPs, & Process Flows). ● Investigated billing issues in proprietary CRM software to identify system failures and perform root cause analysis, including approval of QA test results, participating in product validation, and collaborating with IT for data cleanup.

Managed all aspects of staffing for the center to ensure coverage such as the bidding process, ad hoc changes, reconciling hours, analyzing statistical reports, and communicating all staff changes.

● Managed multiple projects within the Revenue Operations Department.• Vonage Mobile - 2008/2009 (New product for additional revenue).• Power User Project - 2009/2010 (Savings of ~$10 million a year) • Fraud Management Project - 2010/2011 (Savings of ~$1.2 million a year).● Led two other major projects aiming to enhance customer experience and improve efficiency for billing and ordering processes (2011/2012).● Collaborated with various departments to develop business requirements including impacts on processes, internal tools, and reporting.● Developed project plans and high-level milestones while documenting and tracking open issues to ensure all deadlines were met, including a month past deployment.● Followed up on all project tasks daily, ensured Management’s focus was directed to the pertinent tasks, and provided weekly status updates to Management.● Assisted the Budget Department to ensure the budget was accurate and timely.● Scheduled and participated in User Acceptance Testing with all business owners.● Created “Gate” presentations for Executive Management review.

● Spearheaded the ordering process, worth $84 million annually, and served as the SME to ensure accuracy, timeliness, and completeness of all orders throughout its life cycle.● Initially developed and documented the ordering process including process flows, key performance indicators, as well as data/graphical reporting for Executive Management Review.● Aligned with various departments to resolve production issues to ensure SOX compliance.● Assisted the Manager with hiring and training of all new Ordering and Billing Associates.● Developed a monthly Revenue Operations Budget deck for Executive Management.

● Created the first Call Quality Assurance Department, hired and trained 13 employees, and documented Standard Operating Procedures.● Developed a set of guidelines to evaluate agents' performance in categories such as soft skills, technical skills, and policy compliance.● Facilitated call quality analysis calibration for all 4 centers to ensure QA thresholds were met ● Created reports to identify key areas requiring improvement and then collaborated with Management to develop a company-wide training curriculum that addressed deficiencies.● Designed and implemented incentive-based programs to boost agent performance, accountability, and improve customer satisfaction.

• Supervised a team of 15-25 customer service agents specializing in technical support, and served as the first point of contact regarding all questions related to job function and technical knowledge• Compiled and analyzed productivity reports, performed call quality analysis to measure proper and efficient case handling daily, and coached agents on performance metric.• Facilitated monthly team meetings to review all new and/or updated processes of the call center, as well as expectations and goals for the upcoming month