ModSquad is a global provider of on-demand CX services, known as ModSourcing: outsourcing modernized. We offer expert service in customer support, moderation, social media, and community. Clients include the NFL, DFW Airport, Electronic Arts, Vimeo, U.S. Department of State, Topps, and many more. The Mods are in over 70 countries, covering 50+ languages, and operations centers in the US, Europe, Latin America, and Asia. We are the Mods!Responsible for ensuring successful delivery of services across multiple clients, in multiple geographies, languages and industry verticals. I am charged with managing and growing a team of Global account managers who are responsible for operational delivery as well as financial responsibility for profit/margin, maintaining and growing successful relationships with clients across, phone, email, chat, social and community support.In this role I also have responsibility for leading the services team in Europe and acting as a main point of contact for our Derry operations centre. In addition to the above I also regularly support the sales teams in RFP’s, client presentations or simply offering and advice and support on how best to build a project to meet a client’s particular requirements. I am also actively engaged in the relationship and day to day management of many of our clients and enjoy the opportunity I get to work with our operations team on the frontline.

Responsible for ensuring successful delivery of services across multiple clients, in multiple geographies, languages and industry verticals. Charged with managing and growing a team of Global account managers who are responsible for operational delivery as well as financial responsibility for profit/margin, maintaining and growing successful relationships with clients across, phone, email, chat, social and community support.In this role I also have responsibility for leading the services team in Europe and acting as a main point of contact for our Derry operations centre. In addition to the above I also regularly support the sales teams in RFP’s, client presentations or simply offering and advice and support on how best to build a project to meet a client’s particular requirements. I am also actively engaged in the relationship and day to day management of many of our clients and enjoy the opportunity I get to work with our operations team on the frontline.

As an account manager, I was responsible for ensuring success of operations and client relationships. I had a team of project managers across the globe who were responsible for the day-to-day delivery of operations to ensure we were on track to hit our client KPI’s. Other aspects of my role included supporting the sales team in growth strategies for my clients, monthly revenue, and margin targets, as well processing of billing and accuracy of invoicing and preparing business reviews. One of the highlights of this role was being able to help develop and promote team members as projects grew. I also built a bench of strong project managers in the U.K. and Europe as I took a lead role as senior member of the management team based out of Derry.

•Implement quality process and coaching structure for UK teams•Review performance of UK teams and implement KPI's such as: calls per hour, Average handle time, and after call work. Reduced overall AHT's from 7.5 minutes to 5 minutes. Moved contacts per hour from an average of 4 to 6.1•Improving additonal sales opportunities over the phone, resulting in growth of sales from an average revenue of £34k a month to over £89k a month

• Supporting outsource business with go to market strategy for gaming industry sector• Pro-actively seek and arrange introductions for sales team with industry professionals

•Review existing vendor contracts and ensure compliance and set up regular operational performance reviews•Manage outsource budget and ensure monthly invoices comply with allocated funding•Review currently quality measures across email/chat/phone/correspondence and ensure adherence and highlight and suggest areas of improvement

Reporting to Global director of Vendor management. Responsible for outsourcing delivery and performance for vendor partners across the European and APAC foot print for all of Electronic Arts products and services. Responsible for ensuring adherence to budget across partners in line with forecasts. Operations include: across 4+ vendors, 6+ sites, 18+ languages, and 1200+ agents at peak. Assisted Director of Vendor management with ongoing program of Vendor reviews and site visits. A key player in the contract re-negotiations with Bioware and vendors as they merged onto EA contracts which resulted in zero penalties to EA for early change of Vendor contracts.

•Defined and developed Global Outsource strategy for customer service for an new MMO moving from zero headcount to an outsourced headcount at launch of 1100 agents supporting:•Global English, French and German customers• Chat, voice and email channels•Technical Support, Account & Billing, Terms of Service, Knowledge & Translation Authors•Created RFP and managed entire process including RFP document and process to recommend suppliers to serve Bioware customers globally, this involved reviewing proposals from 15 potential outsourced partners (including all the top 5 global players) and led visits to 15 site visits in 6 countries to narrow down selection to 3 partners for executive recommendation and selection•Oversaw and managed the entire project which saw a ramp from 100 to 1100 in six weeks at 4 outsourced locations - 2 sites in the Manila, 1 in Lisbon and 1 in Barcelona•Engaged internal departments to ensure technology, workforce, training, operations were prepared to ramp outsourcing partners to deliver in line with launch goals•Launched pilot programs to test capability of selected outsourced partners to ensure recruitment practise, and operational delivery aligned to standards as outlined in RFP•Conducted contract negotiations for the two outsource partnerships with an annual spend of over $30 million dollars •Overall accountability for performance of outsourced partners across multiple KPI's.•Recruited and developed vendor management team of two vendor managers and 2 account co-ordinators to aid in management of partner performance.

•Responsible for the relationship with E.ON with both fiscal and performance ownership. Accountable for 5 different operations including homemoves, billing, emergency out of hours, tech support and corporate debt (in-source) across 5 different UK sites with 5 operations managers reporting into me.•Worked closely with the Client Services function and Campaign Account Director to assess and grow the program and to drive performance to achieve such potential.•Identified business costs and put controls in place along with recommendations for and implementation of for budget performance and improve control mechanisms in conjunction with the Commercial function. Owned the complete cost model for Campaign•Designed, developed, delivered and measured client and internal processes and KPIs.•Worked closely with the Commercial Planning and HR teams to optimise staff, sites, working hours and recruitment plans•Motivating performance manager and grow the operational team to suit current and future business needs.•Provided direction and measurable objectives for direct and indirect reports.•Completed proposal for in-source solution resulting in £1 million pound revenue gain•Delivered client value for money through efficiency drives across multiple sites driving cost per transaction from £11 per contact to below £5 per contact

Responsible for managing 6 team leaders and 150 agents for Setanta sports customer services and accountable for ensuring delivery to the client KPI's

Managed a group of quality Co-ordinators working with Vodafone pre-pay vendors to drive quality and coaching across the contact centre with responsibility for driving the customer satisfaction and quality results.

Managed the day to day relationship of multiple pre-pay vendors for outsources, acting as the main link between both business and ensuring delivery of KPI's or setting action plans when vendors were not performing to required standards