Managed two internal help desks at Ohio Department of Health.

1. Performance (Team) - Manages and provides oversight to team roles and responsibilities. Forward facing; manages performance of customers satisfaction, interaction quality and relationships. Clear focus on managing relationships both internally and externally. Establishes best practices for quality, production standards, relationship management, delivering on customer requests and schedule to adhere to compliance guidelines. Uses quantitative and qualitative metrics to ensure high client satisfaction.2. Planning (Projects) - participates in, sponsors and/or owns major projects, manages the activities and provides guidance. Assists in identifying and establishing process improvements that enhances delivery of services to customers aligned with industry and regulatory requirements.3. People (Performance Management) - Drives a culture of coaching and feedback for personal and professional guidance. Develops talent in the organization for succession planning and handles all performance management tasks and related functions for team. Ensures associates are current and knowledgeable of the industry, competition and regulatory environment.4. Partnerships (Relationship Management) - Drives education of current processes and procedures with internal/external customers. Owns the service relationships, and helps build and strengthen relationships through presentations, and direct contact. May travel to client locations.5. Customer Service - Monitors work flow to ensure that all functions are completed in a timely manner and meets quality standards. Responds to and resolves escalated service issues and calls from our internal and external sales partners, firms, producers, and customers. Monitors team/client relationships to ensure call teams and client service groups are following On Your Side service expectations.

Managed a team of 22 technical support analysts and three team leads. Conducted performance evaluations; make hiring and disciplinary decisions and salary recommendations. Facilitate staff meetings. Also responsible for developing and delivering monthly Help Desk Metric/Productivity reports to Executives and Stake Holders at Discover Card Financial Services. Responsible for developing processes and procedures and making sure contracted SLA’s where achieved on a monthly basis. Pivotal role in migrating and monitoring operations of Help Desk Organization to outsourced partner. Provided vision, leadership and framework to actively identify needs and resolve critical issues. Scope of accountability spanned strategic planning, team building and leadership, project and program management, risk assessment, issue resolution, change management, process improvement, Service Level Agreements (SLAs), and customer and partner relationship management. Researched, evaluated and facilitated the integration of new tools and systems to automate and integrate key support operations.

Supervised a team of 10 to 14 client end user technical support analysts. Conduct performance evaluations; make hiring and disciplinary decisions and salary recommendations. Facilitate staff meetings. Monitor helpdesk operations and escalate help-tickets to ensure client's problems are handled as expeditiously as possible. Developed a new productivity stat report that increased teams output and reduced overall turnaround times of request tickets worked. Resulting in more tickets being worked and lesser turnaround times for ticket completion.  Web Request team’s overall SLA was 4.00 hour turnaround times from 2006 through 2010. Team’s turnaround times decreased yearly. Current turnaround time for fiscal 2009 was 1 hour 24 minutes which was an improvement from fiscal 2008 2 hour and 42 minutes. Restructured the four business applications teams to successful obtain the service level goal for the first time in a year. Created and implemented bi-hourly, daily, monthly, and quarterly reporting to present to the Business Units for measuring and monitoring the volume and service level of web requests. Designed and implemented the Case Management Process and Reporting for the entire Service Center targeting end to end Service Center accountability in addition to Tier II acceptance/ownership. Assigned to migrate the MPM/Presource helpdesk into the service center. Provide MPM/Presource migration presentations for the Business up to the Sr. VP level. Facilitated a monthly meeting at the supervisor level with the Dublin EIT Tier II groups involving various Service Center technology supervisors, UAC, Messaging, & Desktop. Established new processes and procedures for the eCase team to meet the needs of the Service Delivery Model and newly created web forms. Worked closely with the Service Management team at the onset of the SDM rollout to manage the “web request” process within the Service Center.

Managed a team of 8 to 10 high level 3 technical support specialist. Oversee desktop support problems and resolutions to determine trouble trends or problem support areas and to ensure support procedures are being followed. Provide management reports on help-desk operations and issues regarding the support of Roadrunner Business Class. Work closely with department contacts on issues to improve customer relations and technical support. Follow-up on support issues with dissatisfied customers to ensure that problems are resolved and customer service is improved. Developed weekend and after hours support process and procedures for both in house and on call technical support analysts Developed tracking reports from Remedy that would time when a ticket was opened and when repair had been resolved and the business client was back online. This was for major Fiber connections, Cisco and ambient small business routers and Sonic Wall Wireless routers and devices. Promoted and given full accountability to introduce new technologies, standards and best practices into Technical Support Organization to support rapid growth and ensure highest quality support. Pivotal role in migrating and monitoring operations of Help Desk Organization to outsourced partner. Provided vision, leadership and framework to actively identify needs and resolve critical issues. Scope of accountability spanned strategic planning, team building and leadership, project and program management, risk assessment, issue resolution, change management, process improvement, Service Level Agreements (SLAs), and customer and partner relationship management.

Proactively manage daily call center functions supporting a wide range of clients throughout Ohio, including state government clients, public offices, libraries, and both universities and schools. Develop and implement processes and procedures utilized by helpdesk personnel to quickly and efficiently identify and resolve client issues. Supervise personnel to ensure adequate coverage meeting management objectives, and provide ongoing training and support to ensure staff possesses exemplary customer service abilities, as well as the ability to utilize Nortel Call Center Information Systems Software and Remedy workstations.  Develop, produce, and present call center metrics reports to upper management for use in both short- and long-term planning using Remedy and Business Objects software tools.  Responsible for the hiring, training, and supervision of personnel, and ensure teams provide effective services, and play key part in implementing new policies and procedures based upon management decisions to improve customer service and support new products and services.

Played key role developing innovative, client-centric online content, acquiring and launching new services while bolstering existing offerings, and developed effective tools utilized by management for strategic and technical business planning activities to assist company in remaining on the leading edge of online service delivery.  Assisted in acquiring, converting, scheduling, and publishing of new content from a range of sources. Managed ongoing business relationships, negotiated, and ensured full IP contractual compliance, and provided necessary information to all support providers to facilitate a high level of customer satisfaction. Content providers included a national network of leading industry brands. Achieved a 71% satisfaction rating, and exceeded call support center members quality satisfaction by 68%.  Personally developed and managed innovative programming, including interactive live customer support, interactive technical forum, and general billing and informational support. Drove the development and launch of the Interactive Live Help Project completed within 2 days of deadline with a 65% support cost savings through partnership with a 3rd party business partner.  Increased online support member usage by 60% through the implementation of a range of online and web-related promotions via email and popup screens, and personally supervised the interactive experience of 1,000,000+ participating members in up to 9 unique online communities operated by as many as 100 contractors and 1,000 volunteer technicians and facilitators.  Duties included developing a range of reporting tools, including a monthly member feedback report focused on software, support, content, programming, and user opinions.

CALL CENTER & TECHNICAL SUPPORT SUPERVISOR 1993 - 2001 Managed, empowered, and led a 15-member staff providing fast, efficient technical and customer service in a fast-paced call center environment. Interviewed, hired, and trained team members in ethics and professionalism, technical tools, customer service principles, and full range of company products and services. Chaired strategic planning meetings to apprise and motivate employees, and developed and utilized reporting tools to assist upper management in strategic and tactical planning efforts. Customer base exceeded 2,000,000 users.  Provided support to clients via telephone, email, and online web message boards, and provided in-house network and software support by opening tickets, resolving issues, and escalating issues as required to ensure high level of customer satisfaction.  Selected to represent CompuServe at several industry trade shows. Developed presentations, supervised setup and takedown, and promoted services to both current and prospective members to develop good will as well as increase brand awareness to large audiences.  During tenure consistently achieved 100% of daily customer contact goals based upon call center volume and forecasts.