Tonya Haynes Email & Phone Number

Redondo Beach, Ca, Us

Manhattan Beach, Ca, Us

• Responsible for the development, implementation and controlling of a $7M budget for a team of 109 work from home (WFH) employees spanning five departments.o This includes improving and integrating processes that minimize instances of controllable losses.• Attrition & Hiring: Created a safe, respectful environment of two-way dialogue and feedback. Developed and implemented career laddering and growth within all teams within my purview. Designed a “Traits Persona” that identified the soft/hard skills required to identify and attract right fit Candidates. o Attrition: Reduced to ≤3%o Retention: No more than 1-2 employees per year resigning since 2020 | Primarily to other positions within the Credit Union.o Absenteeism: ≤5%• Conceptualized the three-prong process for customer success:o Onboarding | Educating | Issues/Inquiries| Follow-Up• Led journey mapping/workflow improvement exercises identifying customer experiences, where automation, alerts, triggers, and intervention are required.o Moved c-SAT from 2.6 out of 5.0 to 4.66 out of 5.• Utilizing ITI methodologies and strategies, implemented ticketing system to measure, monitor and track progress, performance and the Member journey and experience.o Improved open/closure rates, mean time to resolve (MTTR), first contact resolution (FCR).• Established KPIs, operating level agreements (OLA)s, and service level agreements (SLAs) | Developed Standard Operating Procedures.o Conceptualized and lead the Multi-Business Unit Governance initiative which brings together Stakeholders, Member facing employees and back-office Teams to address Member issues, trends and challenges impacting SLA’s and Member experience. Additionally share knowledge, information, and best practices.• Placed all departments under my umbrella on survey system. Designed surveys to provide actionable insights. Created feedback loop which integrated into knowledge systems, technology, products/services, and Vendor requirements.

Redondo Beach, Ca, Us

As the leader of the Phoenix Business Development Group team, I am responsible for building relationships with organizational leaders motivating sales, overseeing strategy and performance by acting in a project management capacity for incoming clients, initiatives and programs.High Level duties and functions I am responsible for;- Managing and ensuring most valuable and effective use of IT investment- Understanding and responding to future needs of the business- Consulting and educating business leaders on the value of automation, information collection/data mining and capturing business intelligence within their service delivery- Increase awareness of service provided by our companyRelationship Building and Collaboration:- Develop and maintain strong business relationships both internally and externally- Use customer knowledge to develop long term relationships- Develop processes for better and effective decision-making- Identify and implement requirements, policies and planning documents- Prioritize activities within and across organizational groups- Ensure vision is in alignment with strategiesService Quality Management:- Develop KPIs and measure progress against performance- Ensure stakeholder expectations are aligned with work executed- Point of contact for escalated issues and requests- Facilitate quarterly performance reviews- Ensure transparency between organizational business unitsStrategic Planning and Alignment:- Forecasting, documenting and planning for future needs- Cost/benefit analysis ensuring opportunities are linked to programs, processes and systems throughout the company- Scan competitive landscape to identify opportunities and make recommendations for processes, services etc...- Ensure team is collaborating, working together and understand the vision, scope and mission of the company

Universal City, California, Us

• Led process and improvement initiatives between outsourced 2 outsourced vendors geographically in three locations; Florida, Denver, New Yorko Travel quarterly to each site.• Created and developed a 482-page standard operating procedure manual (SOP) that became the bible and guide for, training Agents, creating knowledge articles and automating processes and workflows.• Developed and implemented KPIs, OLAs, and SLAs which allowed real time assessment of progress and performance for a team of 112 BPO call centers.o Presented data, progress, and performance to Executives and key Stakeholders.• Process Owner and Project Lead for implementation and management of IVR, Administration Tools, Survey Tools.• Oversee Team of Workforce Managers ensuring staffing is aligned and capable of supporting movie openings.• Ensuring needs are aligned between Service, Theatre Support and Customers.o Led process improvement initiatives between Process/Policy, Theatre Stakeholders and internal Teams.• Managed budgeting, licensing and account administration for Oracle, Genesys and Zendesko Oracle Service Cloud (RightNow) Administration Ed 1 (certificate of completion)

Blue Bell, Pennsylvania, Us

• Collaborate with Sales (pre and post), Implementation, Project Management, Vendors, Stakeholders, and end-user community to achieve business alignment and results.• Led and managed 100K worldwide (US, South America, Asia, Europe) PC/refresh asset deployment.o Created asset tracking database and reporting using SharePoint.• End-to-end oversight and management of relationships, escalations, and change management between Service Desk, Field Support, Users, Vendors and End-clients.o QA, configuration, testing and troubleshooting of assets, networks, and peripherals.• Manage contracts and develop SOWs by gathering end-user and stakeholder requirements and translate project plans, resource matrices and budgetary considerations into project executable activities.• Presented data, progress, and performance to key Stakeholders.• Conceptualized, implemented, and deployed formal PPO framework.• Led project for implementation of problem – tracking system (ServiceNow)• Collaborated with peer teams to create a cross-training program that bridged knowledge gaps and increased service delivery to end-users.• Developed SOWS, RFQs and RFPs. Develop schedule, provide oversight of tracking progress against schedule and management of budget, issues and actions related to the transition project.

Roseland, New Jersey, Us

- Oversee the overall positive outcomes for garnishment processing for custodial/non-custodial parents throughout the U.S.- Manage the "garnishment and payroll" needs of 200 major clients throughout the Northern and Mid-Western regions.- Ensure that 45 Account Managers are proactive in their ability to address, follow-up and follow-through on the concerns of their assigned client base and their employees.- Datamine, Collect and Create customized reporting that proves the performance of the Client Services Group.- Guarantee that processes are streamlined, working effectively and in a timely manner between the Client Services Group, Call Center, Garnishment Processing, Legal Department (internally/externally), Production Control, Client and Custodial/Non Custodial Parent(s)- Present data/reporting and finding to EVP Level Management and at staff meetings- Appraise/Reward/Correct and develop team of 45 Account Managers- Awarded an average Score 3.8 by my statff on the Q12 360 Appraisal which well exceeded the minimum requirement of 2.5- 50% travel (2 weeks out of each month)

Lake Forest, Illinois, Us

Responsible for motivating, developing and improving performance for 35 B2C Call Center Agents. Ensured Agents were acclimated, familiar and training in the features/benefits of newly launched products/services. Measured, monitored and tracked performance, sales and customer service delivery behaviors and traits...Streamlined service/product delivery processes which includes IVR and ACD infrastructures.

El Segundo, California, Us

My challenge: Creating a customer support and solution infrastructure that served the technical needs of 7,500 decentralized clients in a diverse server, networking, hardware and software environment.Phase I: Data Capturing (30 Days)•Performed lunch & learns with clients and I.T. organization to gain insight into strengths, weaknesses, growth areas•Implemented ACD Technology to capture call activity, durations, skill levels, resolution rates and abandon activity•Integrated Problem-Ticketing system gaining uniformity to call/problem types, priorities, categoriesPhase II: Staffing (90 Days) •Create job profile for personnel that have hard/soft skills, culture fit and experience •Built an interview an on-boarding process that included representatives from each organization within the I.T. department in addition to 2 representatives from client community•Developed customized training program that became “gold” standard within companyPhase III: Sustainability & Growth (60 Days, concurrently w/P1 & P2)•Developed SLA between business units •Built a representative team of managers who met daily to discuss successes, failures and improvement plans•Built cross functional training teams to support multiple I.T. environment areas•Grew one-tier inbound call center to three-tier solution and support infrastructure consisting of 15 centrally located and 10 remotely located Technical Support ProfessionalsPhase IV: Personalization, Customization and Continuous Improvement (60-90 Days, concurrently w/P2 & P3)•Automated Survey and Evaluation process distributed to caller after each ticket closed•Developed Career Laddering and Specialized Teams within Solution Center; Root Cause, Network/Server Infrastructure, VIP Support,Steps - Quality Assurance, Break Fix, Request Desk, Team Lead, Supervisor, Manager, Director•Solidified Vision, Mission, Values in writingBy the end of Phase IV the Solution Center(new name) was no longer a concern.

Master’S Degree, Master'S Learning Technologies [Malt]

Bachelor'S Degree, Business Administration And Management, General