Responsible for the 1-3 year transformational efforts that impact how Verizon supports wireless business and government customers. Priorities include digital enablement, self-serve expansion, support model evolution, work automation/elimination, organizational design, and change management and controls. In this role, results are directly measured through cost savings, customer and employee effort reduction, sales enablement, digital adoption rates, and automation expansion. Additionally, responsible for vendor strategy for support including voice, chat, ordering, technical support, and account management programs. Scope includes vendor geo-diversity, partner identification and contract performance measures, program diversification, and strategic projects to enable partner success.

Responsible for the 1-3 year transformational efforts that impact how Verizon supports wireless business and government customers. Priorities include digital enablement, self-serve expansion, support model evolution, product support design, work automation/elimination, and change management and controls. In this role, results are directly measured through cost savings, customer effort reduction, sales enablement, digital adoption rates, and automation expansion.

- Led a team of Sr Analysts dedicated to supporting the Hanover BGCO Center; facilities management, staffing operations, communication and employee engagement, compliance, systems and digital support, functional work group support, data analytics and reporting, employee development, etc- Redesign of operations support model to improve stakeholder experience, increase efficiency, and drive consistency in the center- Project Management of BGCO evolution project - leveraging Design Thinking methodology to identify obtain feedback and design a new operational model that aligns with the customers supported by the organization; implementation of new operational model; realized $14.2M cost savings in 2021.- Project Management of highly sensitive Ellipsis Jetpack 900L/LS device recall; device deemed to have thermal failure resulting in recall of over 500k devices currently with Distance Learning customers; worked cross-functionally to design process flow and plans to complete device recall, reduce impacts to the business and customers, and execute the internal processes- Design and project management of 2020 Distance Learning MBB to M2M process; cross-functional work with various internal groups to design and execute the project; leveraged automation to streamline headcount requirements and reduce costs; resulting in successful completion of over 320 migrations via automation and streamlined process flows- Leverage use of RPA to eliminate manual work related to migration of various contract vehicles between government account types; result is an estimated $2.5 million in business costs- Process mapping of internal support work-streams to identify gaps, ideate with stakeholders on potential solutions, and design process improvement plans

In this role, I was responsible for designing, implementing, and managing the long-term strategy for how Verizon Wireless supports government customer types. My team and I interfaced with key stakeholders and customers on a regular basis to identify areas of opportunity. We also leveraged Design Thinking, Agile, and other project management methodologies to deliver programs focused on improving the customer experience, work elimination, and business transformation.

Government Customer Operations - Phone Support (Hanover, MD)• Team leadership over a group of Customer Service employees• Focus on providing a world-class experience for government customers• Program Sponsor: leadership and employee development initiatives to build a strong succession bench and positively impact current employee skill-sets; Senior Manager On Deck & Supervisor On Deck• Project Management of numerous initiatives focused on improving employee skill sets, company processes and overall customer experience.Government Customer Operations - Fulfillment (Huntsville, AL)• Large team leadership; 5 Supervisors, approximately 55 front-line employees• Development of initiatives to reduce work volumes within the organization; system, behavior and policy driven workloads• White Glove Transformation for State and Local accounts to improve service levels and create a more consistent opportunity of transactional metrics for employees• Implementation of Government Customer Operations Projects Team; training outline and curriculum, workload composition and analysis, and communications plan• Value Point California Revamp: analysis of escalation process, work volume versus team size, profile clean up needs, sales partnership and communication strategies; resulted in improved service level for customer and client partnership• Design of local career development programs: o Universal Coordinator- cross-trained fulfillment coordinators on all work types within the department including White Glove and some project-specific work o Peer Trainer- allows for 15 minute quick trainings to be created and implemented based on local needs

• Large team leadership; 10 Supervisors, 1 Associate Director on Deck and approximately 100-120 front-line employees• Developed Technical Support specific initiatives to drive performance improvement in No Trouble Found per Call, 3 Day Repeat, Customer Choice, and other ancillary Key Performance Indicators• Collaborated with Senior Managers on center-wide initiatives to drive performance excellence and positive employee experience• Project Manager: Best Practices- collaboration strategy across West Field Operations call centers focused on alignment and improvement in operational execution and overall performance; modified version within the local center• Program Sponsor: Lead Supervisor Program- development of standardized program guidelines, collaborate with West Field Operations on program initiatives, created new networking focused strategies for program participants locally• Project Participant: Senior Manager Observation Guidelines- establish outline of monthly observation requirements across Legacy South Area; collaborate with internal peers on detail of feedback to be implemented until new Field Operations provides updates• Conducted regular performance and behaviors reviews through monthly, quarterly, and yearly feedback sessions; provide insight and education to improve performance gaps at all levels of the Technical Support department

• Large team leadership; 7 Supervisors and approximately 90 front-line employees• Associate Director partnership - calibrate on strategic plans; improved supervisor inspection frequency and interaction quality • Contributed to alignment process for internal quality and documentation standards across the Technical Support Organization• Selected by Senior Leadership to complete ADOD site visit to Huntsville call center with a goal of improving embedded leadership practices and results• Coordinated with ADOD participants in other centers to drive overall performance improvement across the South Area• Selected by Senior Leadership to attend the VP Summit in Hilton Head, SC to discuss Net Promoter Score improvement plan• Conducted and coordinated outlier management; achieved month over month improvement of outliers• Visual Project Lead: Core Values in the Everyday - facilitation and delegation of project tasks, ongoing project support and implementation• Supervisor and front-line level inspection of documentation and coaching observations; achieved improvement in execution and quality• Developed and managed center initiatives to drive performance excellence in Certified Like New No Trouble Found, Entire Rep Performance, and 3 Day Repeat metrics

• Managed large teams of 24-75 employees at various stages of career development• Acted as Hiring Manager for Customer Service organization• Developed coaching and training skills in existing employees as Transition Assistants; proven success in career progression for employees• Maximized new employee productivity by enforcing performance expectations within company and center guidelines• Performed employee performance evaluations weekly, monthly, and at the conclusion of the transition period• Point of Contact for Associate Director: data mined and presented call center results for career progression and management support during Call Center Review with South Area leadership• Project Manager: Leader Launch Pad - managed project participants, facilitated launch in Town Hall meetings, oversaw automated database construction and testing, supported post launch with inquiries and use of program

• Coached and developed 10-12 direct reports for improved behaviors leading to performance excellence• Conducted investigations of results and reported findings to various departments• Completed monthly, semi-annual, and annual reviews of employees• Project Manager: 2013 Advocating Add A Line – curriculum development and facilitation, long term support for center on Add A Line initiative; resulted in award winning performance in revenue generation• Project Lead: Family Fun Day 2012-2013 - defined tasks, coordinated staff• Project Manager: Recognition Team 2012-2013 - managed team participants, organized ideas for execution, supported team members

• Strategic problem solving strategies to provide conflict resolution to Verizon Wireless customers and representatives• Cost-benefit analysis for customers daily• Serve as Point of Contact at Supervisor and Associate Director levels• Conduct side by side observations to increase peer proficiency in areas of troubleshooting, positive positioning, and overall call performance and efficiency• Team Lead: Roadblock Reduction - remove ineffective processes and roadblocks to representative success and customer satisfaction.Developmental Project: Technical Support Transition Assistant (2010)• Achieved Team of the Month Award for Phase I and Phase II• Project Manager: Freda’s Save Circle - reduce failed Disconnect Audits and churn rates Managed team weekly through peer coaching and meetings on policies and positioning of products and services• Project Lead: Incentive Programs –focused on week over week improvements to prepare representatives for their role in Technical SupportDevelopmental Project: Future Leaders (2011)• Named “Most Valuable Leader” and Valedictorian of project team• Project Manager for various initiatives including Customer Service Appreciation Week to coordinate resources for events; “Mission: Engaged” - Entire Rep Performance improvement initiative, “Merging Company Cultures” • Project Lead: “Positivity” improve customer experience and First Call Resolution by maintaining positive attitudes and interactions• Liaison for Future Leaders on Call Center Operations and Health and Wellness Center initiatives

• Responsible for supervision and training of kennel staff including project management for operation and maintenance of computer systems and daily tasks• Led projects designed to train employees on newly installed digital radiology equipment and systems to improve client care and efficiency• Marketing campaign coordinator related to pricing and promotion strategies• Responsible for staff scheduling, training and patient care maintenance for both hospital and boarding facilities.