• Assess operational feasibility of projects related to wireless or broadband products.• Determine if solution can be provided via existing functionality or if technical development is required. • Identify customer experience impacts and mitigation strategies.• Partner with Solution Architects and systems SMEs to define technical requirements.• Engage build, delivery manager, and go to market resources.• Create and maintain front-end dashboards tracking project status; drive automation.• Successfully launched 1,801 projects in 2023 and 1,318 projects from Jan-Jul 2024.

Executed long-term projects redefining the wireless customer experience.Partnered with technical development, UX, and system SMEs to define user stories, epics, and system requirements.Owned project status reporting and executive updates.Project Highlights: * Improved the digital customer buying experience during upgrades by combining the upgrade and rate plan change flow. * Created digital recommendations to proactively advise when a plan change may be appropriate based on previous usage patterns.

• Led team that reviewed and analyzed customer interactions.• Provided data analytics and weekly executive readouts with recommendations for agent and customer experience improvements.• Won a Service Excellence Award for insights that contributed to a $135M cost reduction.

 Oversee the management of an inbound Retention / Sales center, Offline frontline support team, and Advanced Technical Support team. Manage a team of project managers whom own the processes, policies, training refreshers, issue escalation / resolution, and support for all call center teams. Support three vendor centers, with 400 Customer Service and Technical Support representatives, whom take inbound customer support calls for AWCC. Ensure these centers execute on all processes, policies, and KPI targets. Owner of all policies, processes, and communication with the centers.

• Defined system requirements for the creation of billing and agent front-end systems. • Developed and implemented training for 1,200 call center and retail agents.• Trained ten vendor trainers and 800 agents for customer migration.

 Managed a team of analysts responsible for supporting our call center buyer support organization during the migration of Alltel to Verizon. This included support of our outsourced vendor locations in the Philippines, as well, as Alltel’s eleven call centers in the United States. We owned the processes, policies, and support for customer care, technical support, retail activation support, financial services, call center sales, retention, and business support.  Assisted with the launch of operational improvements within a Verizon’s heritage call center and offered recommendations for improvements in vendor locations based on the same process. Supported the converted Alltel centers.

Managed a team of analyst who focused on improving policies, processes, and procedures in each call center channel by working directly with the call centers to identify areas of opportunity and by representing the call centers on marketing campaigns, product launches and system changes.

* Manage a team of 86 representatives, 4 leads and 9 supervisors in a 6 days per week inbound call center environment.* Was recognized as the center with the highest improvement in Customer Satisfaction in both June and October 2007. Received recognition as the center with the highest Customer Satisfaction in October 2007.* Obtained a 7% increase in Quality, 70% decrease in Transfers, 12% increase in CPH, 4.5% increase in FRPH, 24% increase in ARPH and 46% decrease in Hold time since managing this center.* Was nominated for the Alltel Leadership of the year award.

* Managed a team of 100 representatives, 7 leads and 12 supervisors in a 7 days per week inbound call center environment. * Improved employee morale substantially and improved call handling procedures to reduce unnecessary down time.* The center won the most improved Quality contest out of all of Technical Support in May of 2007.* Was nominated for the Alltel Leadership of the Year award. Out of 400 candidates, I was selected as one of the top 20 nominees.

* Managed a team of 70 representatives, 3 leads and 6 supervisors in a 6 days per week inbound call center environment.* Was recognized as the center with the highest improvement in Customer Satisfaction in both September and October 2006. Received recognition as the center with the highest Customer Satisfaction in October 2006.* Successfully assisted one of my supervisors in becoming the number one supervisor out of the 100+ supervisors in Customer Service in November 2006.

* Managed a team of 7 consultants who traveled to the call centers throughout the country to audit process implementation. Developed, revised and trained the Alltel Operating Processes.* Successfully converted the team from a 100% travel position to 30% or less travel per consultant, which reduced costs by 70%.* Two of my consultants were promoted to call center manager positions and one was promoted to the Manager position with AOP.

* Traveled to Alltel’s wireless, wireline and internet centers to audit the implementation of Alltel’s operating processes. * Trained Alltel’s call center leadership on the operating processes.* Was promoted to Manager of AOP within 2 months of joining the team.

* Assisted with the implementation of new processes, products and systems to the call centers. * Successfully assisted with the conversion of our Sales Action Centers from a Meridian phone system to an Aspect phone system and to the Intelligent Call Management (ICM) system. * Successfully assisted in implementing a new work group to take Wireless Number Portability related retention calls.

* Led a team of 12 representatives who took inbound customer calls related to technical issues with cellular services.* Was promoted to a Lead position within 6 months. * Was promoted to a Supervisor position within 1 year.