Manage 3 offshore Call Centers, with a concentration on performance improvement, policy and procedural improvements, budgets and NPS improvements.

Directed two teams (Claims & Impounds) of over 100 employees that ensured proper claims processing and handling the recovery of impounded vehicles for major Car Rental companies.Implemented Servant Leadership and Accountability to all managers and supervisors to help improve morale and lower attritionContinually maintained and improved the companies reputation and positive image by providing a timely and superior customer experience.Turned around the history of missing Service Levels for over a year to meeting or exceeding all Call Center Metrics (AHT, Service Levels, Abandon Rates, and Quality Assurance) within 3 months.Provide weekly and Ad-Hoc executive level statistics and Performance Reports to provide information on areas of improvement and impacts on members.Engaged in continuous learning and development opportunities for the leadership to promote continued performance improvement.

Direct all customer service operations for multiple sites (US, Canada, Philippines, & Mexico) with over 800 employeesEstablish and maintain budgets of more than $85M. Met or exceeded all Call Center Metrics (AHT, Service Levels, Quality Assurance, NPS, and Turnover)Helped develop a “Work at Home” plan to meet emergency needs due to Covid 19. Able to get over 800 employees at home and performing to equal performance in 2 weeks.Create and execute procedures to improve efficiency and effectiveness of department. Provide strategic direction and leadership in regards to customer satisfaction, quality assurance, employee engagement, and performance management.

Manage a team of about 200 Employees in the Command Center, that handle tasks related to issues that either never had a process developed for them or are items that the Front Line Call Centers can not handle due to problems or not accounted for.* Created a Work Force Management tool to better matching Capacity to Demand (Proactive vs Reactive), Improved Capabilities to plan for the future; New Hire lead time buffers and Red Zone Report – Helps Identify potential staffing risks.* Improved Process and procedures that have accounted for a decrease of 15 FTE or and estimated $400,000.*

Manages the day to day activities in support of LYNX Services’ call center operations for selected value streams and/or a defined operational facility. Assist in evaluating current and proposed systems and operations procedures. Serve as the Executive leader of the operations unit for thesite and guidance, training and coaching needed to ensure the unit performs all operations tasksand responsibilities in-line with needs and expectations. In addition, assists in developing, interpreting and implementing company policies and procedures for the operational employees. • Direct all customer service and sales operations for a site with over 350 employees; establish and maintain budgets. • Developed and implemented a Quality Monitoring program to improve Customer Service.• Restructured the organization saving over $150,000 annually in the first 6 months.• Developed a metric tracking system to better organize the leadership reguarding their major key metrics (AHT, Schedule Adherence, Quality, Attendance and Insurance Claims).• Taught and implemented the leadership on “Servant Leadership” to improve morale and lower turnover.• Helped develop a “Work@Home” plan to meet emergency needs due to weather issues.

•Direct all customer service and sales operations for multiple sites with over 120 employees; establish and maintain budgets. •Obtained a Grant from the State of Florida to establish Computer based training modules.•Developed the first ever Policies and Procedures and documented training materials for a company that was unable to develop.•Improved all measured metrics (Availability by 20%, Attendance by 11% and AHT by 17%). •Developed a Quality Monitoring program to improve Customer Service.•Implimented a tracking system to measure non-phone related tasks to better determine improvement opportunities.

•Direct all customer service operations as well as Sales and Commercial Business Services for 600 employee site; establish and maintain budgets of more than $85M.•Create and execute procedures to improve efficiency and effectiveness of department. Provide strategic direction and leadership in regards to customer satisfaction, quality assurance, employee engagement, and performance management.•Introduced a culture of Servant Leadership through training, leading by example and employee development.•Improved all measured statistics and met all company goals in six months. Ranking #1 or #2 in all stats out of 13 sites companywide.•Moved site QA average scores from 87% to 94% and ranked the #1 site in the company.•Won companywide Call Center Contest ranking as the number one call center in the company two months in a row and was the first site to ever win the contest.

•Managed four Customer Service locations (3 in USA; 1 in Canada) with up to 50 employees within four strategic functional areas: Industrial, International, Machinery and Retail businesses. •Analyzed call center culture, developed and executed change within call centers from reactionary to proactive style; standardized all customer service functions among the four call sites.•Developed and implemented a new Career Path Program and new Incentive program that included major company KPIs. Turnover improved from 27% to 11% annually.•Drove improvement in call center metrics: Scheduled Adherence improved from 80% to 97%; Quality Monitoring increased from 75% to 92%; Abandon Rates lowered from 18% to 7%; Price Holds decreased from 30+hours to 5 hours.

•Supervised call center with over 600 employees and a budget of $18M in newly created insurance based call center with 2 locations.•Developed training, new process and procedures, and reorganized both the call flow and personnel.•Motivated and coached staff and drove Service Levels from the high 50%’s to the mid 80%’s on a volume of over 2 million calls.•Improved Quality Scores from 85% to 90% in less than six months and met call center goals in five months.

•Led all customer service operations as well as Sales, Commercial Business Services, Telephony and Back Office processing.•Developed a sales culture for a year-old organization that was aggregated from branch offices and moved statistics for transitioning to sales from 12% to 60% in eight months.•Improved the success of the sales force dramatically: Yearly goal was met.•Met all company goals in nine months and reduced turnover from 67% to 43% in first year.

Direct all customer service operations to ensure quality customer service while maintaining and exceeding company goals specializing in call center operations. Establish and maintain budgets related to the customer service area, which exceeds $7 million.•Directed all customer service operations; reorganized the call center organization, improved morale, and created career paths. Reduced turnover from 99% to 6% in five years.•Proposed and won approval for new scheduling system (TCS) which allows improved efficiencies and manageability of call center personnel.•Reduced budget non-compliance by 5% in less than three months.

Handled all operations for the Dispatch area. Managed over 80 employees.

Managed motivated and coached over ninety employees along with the Commercial and Residential Sales forces in FPL’s Fort Myers branch office. This included the Front Counter Operations that accepted payments and required proper balancing procedures, along with the Claims Department that responded to damage claims from both customers and contractors. Oversaw a budget of over $5 million. Handled all customer inquiries and complaints concerning customers’ accounts.