Created and established an online/e-commerce business that provides consumer goods to consumers. Track all metrics and Service Level Agreements (SLA’s) along with warranty returns, shipping, tracking, escalations, and CSAT via Shopify. Implement a seasonal contact center with up to three agents during peak seasons to ensure prompt customer engagement and responsiveness. Personally, train all agents to consistently meet all objectives and key results (OKR’s).• Choose, design and implement a mobile contact center to support all departments of the business, including customer service, marketing, warehouse and returns.• Maintain a 89.8% Customer Satisfaction rate among all customers regarding handling all requests and tickets within 24 hours by resolving each and every concern in a timely manner.• Resolved 96% of tickets and emails within the first contact to ensure First Call/Contact Resolution.

Reported directly to the VP of Customer Operations to provide data analysis, quality assurance implementation of new software, and increase customer satisfaction scores. Provided strategic leadership for 1 international call center and 2 domestic call centers with a combined staff of more than 150 professionals throughout Manilla, Philippines, Dallas Texas, and San Francisco, CA, including a team of managers, team leads, and analysts and train them on existing and newly implemented quality platforms. Evaluated best practices to implement a BPO and new scoring modules for quality analysts. Monitored and analyzed Key Performance Indicators (KPIs), identified challenges, trends, and inefficiencies in performance through Objectives and Key Results (OKR’s), and wrote targeted quality assurance and training curriculums. Attended daily, weekly, and monthly calibrations and vendor meetings and served as a liaison between call centers and end vendors.  Increased customer satisfaction from 73% to 88% by proactively approaching customer concerns through Salesforce and Net Promoter Score (NPS) satisfaction channels.  Reduced low CSAT scores of customers who rated our brand poorly by setting up procedures to reach out to each customer by phone, email, and chat to resolve their escalated issues. Improved quality ratings from approximately 50% to 95% by creating a standardized quality assurance form and new-hire training program with aligned objectives.  Redesigned and implemented a brand-new quality assurance program (Score Buddy) which included new global software, a new scorecard with an emphasis on customer satisfaction.

Hired in as a contractor to create a foundation for a seamless merger and acquisition (M&A) by developing and leading a multi-functional customer support team. Developed infrastructure for process with a focus on learning and development, operations, customer service, and the customer experience, resulting in a highly effective 4-month transition process. Decreased customer response time from over a week to 24hours via e-mail and chat channels by effectively managing the daily email channels and workflow.  Saved over $100,000 in staffing costs by effectively managing the 5,000-ticket backlog through data analysis. Reduced overtime needs by 17% by setting accurate yet challenging goals based on company needs.  Delivered a 40% reduction in repeat emails by increasing quality metrics of first customer interaction (FCR).

Act as an outside consultant to provide executive leadership for four call centers including San Francisco, New York, London, and Hong Kong, which included over 50 employees supported by 2 managers and 6 leads. Using internal SaaS-based company software to engage clients and customers to meet their needs to resolution, facilitated the implementation of Salesforce, Olark (chat), and Desk.com. Leveraged best practices to create standard operating procedures (SOPs), a quality monitoring program, and customer satisfaction via Net Promoter Score (NPS). Aligned service delivery with the business needs. Established two brand new contact centers in San Francisco and New York by recruiting, hiring and training new agents through a 6-week training process. Designed and implemented key performance management metrics such as call quality, average handle time (AHT) customer satisfaction, first call resolution (FCR) and key objectives and results (OKR’s).  Created the Call Quality and Training program through the use of a brand-new knowledge base, standard operating procedures, metric and goals, and a call quality program with a scoring system.

Hired by the North American Director of Operations to manage the company’s largest clients (American Express and Merrill Lynch), to minimize client concerns and hesitations to renew their contract. Providing executive-level leadership and direction to 75 employees, supported by 2 service delivery managers, 2 supervisors, and 8 team leads. Aligned and matched the business with the client’s goals and metrics to optimize service level agreements, customer satisfaction, and net promoter score during the contract renewal process. Leveraged best practices to identify and correct ineffective business processes and restructure standard operating procedures (SOP) to align with corporate objectives and boost profitability.  Improved service level agreements (SLA) from 67% to 92% within the first 60 days, surpassing the client’s expectation and the company’s contractual agreement of 80% of all calls answered within the first 20 seconds.  Established an operational swat team company- wide to provide utilization and optimize operational efficiencies and business processes. Conceptualized and pitched a front-line management training and development program with specific focus on first-level supervisors/team leads. The program included a two-week leadership development course. Increased call quality ratings from approximately 77% to an average of 91% through redesigning the training process, effective re-coaching and correctly scaling the team, while new agents averaged a 96% score. Instituted an addition to the quality team (Net Promoter Score) for rapid agent feedback to customer accolades and escalations while raising customer satisfaction from 63% to 88% within the first 60 days.

Key Initiative: Provide the structure of a growing business / contact center. Provide recommendations for technology, reporting, real-time management and financial objectives. Maximize utilization of resources to achieve marketing goals.· Implement a nation-wide phone referral team to field calls from various high schools across the country to assist high school students and athletes with daily concerns and issues. · Provide business, marketing and business/call center structure to a small yet mobile business operation and position it for sustained future growth.· Utilize ideas and business processes to ensure the successful client and customer experiences.· Develop new conceptual procedures and marketing strategies to attract and retain business clients.

Key Initiative: Build and develop a brand new 50 seat contact center from the ground up. Oversee the start-up operating budget of $2.4M; with 50 call center agents in the Customer Service and Collection departments.• Orchestrated turnaround of sub-standard site performance, achieving or exceeding all key measurement parameters:1) Improved productivity from 56% to 86%.2) Reduced per call costs from $6.00 to $2.80.3) Reduced inquiry resolution from 90-day average to 5 days. Reduced abandonment rate from 23% to 1.8%.• Achieved record setting improvement by reducing outside collection dollars from $1.74M to $865,000 in only 3 months through strategic negotiation process improvement measures.• Increased customer satisfaction from 76% to 93%, and implemented First Call Resolution (FCR) metrics and key performance indicators (KPI), while implementing Net Promoter Score (NPS) within the center.• Twice promoted within a one-year span based on quick turn-around of struggling departments.

Key Initiative: Oversee the team and training budget of $3.6M with a staff of 25 full time call center employees. Develop, test and implement new processes to rapidly improve the sales departments company wide.• Mentored 23 direct reports to become successful leaders; leveraged their strengths to move teams forward and helped each report construct an individual development plan designed for personal career growth.• Assumed additional responsibility from 1 team to with annual sales of $5M, to 11 teams with annual sales over $50M.• Increased team revenue from $3.7M to $5.2M in less than one year by designing a customer driven sales program that focused on the needs of each customer.• Elected by Executive Management to partner with the training and development teams for a smoother implementation of new business processes

Key Initiative: Assist with the implementation of a new company-wide system. Develop new process and scripts for the inbound and outbound teams. Increase productivity, revenue streams and decrease staff.• Team ranked in the “Top 3” department-wide for total dollars collected in 2007, and showed a 21% improvement from the previous year.• Triggered $1.3 Million in collected receivables by utilizing better collection techniques, while generating $2.1 Million in addition revenue by extending contracts and signing up new and existing clients for new and future business advertisements.• Posted best team retention % in the company for 2007 with a 67% rate, up 11% from 2006.• Increased workload by 26% while decreasing staff by 11% by effectively utilizing

• Key Initiative: Manage outside the box ideas to effectively retain customers in the rapidly changing wireless arena. Partner with training to adapt and instill these new measures to effectively unearth hidden concerns.• Develop brand new training measures that uncover and unearth customer’s true concerns and identify those key concerns to reduce churn.• Partnered with the training department and other team leads to share best practices to improve the overall site metrics and customer satisfaction. • Decreased churn by 54% by adapting skills such as looking beyond the wireless market curve. • Increased customer satisfaction upwards of 23% throughout the site by continually increasing competitor awareness and customer needs.

• Key Initiative: Direct, train and mentor a team of 50 sales specialists to meet the client’s (PeoplePC) needs for immediate assistance. Partner with existing campaigns to build metrics, training material and quality guidelines.• Developed strategies for overcoming objectives in an outbound / inbound call center structure.• Collaborated with all departments to ensure best practices for quality metrics and key performance indicators (K.P.I’s). • Improved client Service Level Agreements (S.L.A) response time by 2 seconds, while reducing caller wait times from an average of 6 minutes to an average of 30 seconds.• Played pivotal part in negotiating new business acquisitions which totaled $11M in new revenue.

• Key Initiative: Begin as a CSR and learn the inner workings of the sub-prime credit card industry. Develop that knowledge along with the management training skills, to now lend expertise to all struggling departments.• Promoted three times within a four-year span. The first promotion was after only 6 months, as I graduated from a customer service representative to a team lead. The second promotion was to a supervisor position three months later; lastly I was awarded a manager position one year later.• Launched, managed and trained a cross - functional team of high performing specialist for a new project called Call Center Swat. Collaborated with other departments to cost effectively increase productivity, quality metrics and sales, while decreasing call times, absenteeism and cost per call.• Delivered global upgrade to the internal intranet site (Help net) by gathering employee feedback, which transformed the intranet into a faster more reliable resource.• Awarded and recognized for consistently exceeding call quality scores, which were at 98% and above.