Sylvia Blanco Email & Phone Number

Greater Tampa Bay Area

• Works with other teams and departments to provide development and data support in the company and across other Clark channels as needed
• Demonstrates an entrepreneurial spirit and finds ways to modify and improve processes for the team and department
• Develops a deep level of trust and open communication with both the Continuous Improvement and Team Leader teams
• Sets the example for culture expectations on the team and holds others accountable to them
• Invests in and provides regular feedback to team members to continue developing each one in the role as well
• Prepares and provides thorough mid and end of year evaluations

Tampa, Florida, United States

• Answered customer inquiries prior to sales and provided after-sales tech support to ensure customer satisfaction. Maintained 98% customer satisfaction.
• Built laptop computers and installed operating system and other software for customers. Achieved Top Seller status for less than 0.5% defects in sold laptops.
• Ran analysis of the wide range of prices customers were paying for similar laptops and discovered specific customer preferences. After implementing changes, increased profits by 30% percent.
• Developed advanced queries in Microsoft Excel and Google Sheets to manage inventory, cost and compare performance to other vendors.

Tampa/St. Petersburg, Florida Area

• Drove performance of outsourced supplier by developing/driving SLAs, auditing individual records for compliance to process and providing regular updates to upper management
• Built relationship with third party problem management team, providing coaching, guidance and facilitating discussions on the process.
• Led report simplification effort for call center management, creating new reports from ticket data to quickly spot trends in non-FCR customer calls and find opportunities for proactive customer service. As one example.
• Led US/UK/Vendor team effort to reduce reoccurring incidents by decreasing handoff time from the Major Incident process to Problem Management process. A three-day delay opening a ticket was reduced to two hours.
• Requested by upper management to lead training for rollout of new SaaS ticketing software that would be used by all of IT (800+ users). Created training materials, coordinated 50+ internal/supplier trainers, managed.
• Proactively led improvement initiative to reduce waste by creating reports, performing data analytics and leading cross-functional team. In a two-month period, this effort eliminated 20 hours a month of administrative.

Tampa/St. Petersburg, Florida Area

• Created/gained agreement on training strategy for 100+ IT call center staff, including new hire training program, worked with managers and subject matter efforts to assess new hire progress.
• Created award-winning Unique Customer Experience customer service training program that utilized real recorded phone calls and allowed class to role-play and brainstorm how to manage challenging calls. Staff/Management.
• Oversaw team’s updating/simplifying of call center quality auditing form for phone calls. By focusing on key priorities, reduced form to ten questions, allowing managers to perform twice as many audits on staff.
• Led knowledge management creation efforts and team to implement new culture of Knowledge-Centered Support (KCS) for call center staff, including creation of Subject Matter Expert evaluation and mentoring program to.