Responsible for process improvement, service delivery, and the client experience. Responsibilities: Analyze customer complaints to determine and address patterns of failures or opportunities for process improvement. Establish and meet customer expectations. Resolve escalated customer issues. Drive improvements for key metrics, such as first contact resolutions. Manage software enhancement efforts to ensure key applications enhanced workflow. Interview prospective employees, hire, train, coach, manage performance improvement plans, and terminate when necessary. Develop and present monthly department reports to the Executive Management team.Process Improvement: Evaluated standing processes for efficiency and effectiveness, prioritized a list of gaps, and streamlined workflow to ensure efficient service delivery. Automated client pre and post service visit communication. Led the development and implementation of company-wide modification and enhancements to Salesforce to create end-to-end process efficiencies. Management: Led a staff of remote service providers and local administrative professionals to deliver best-in-class service by ensuring the efficient resolution of service-related issues, decreasing service disruptions, improving the customer’s experience, and enhancing service-related processes.

RESPONSIBILITIES: Responsible for all aspects of site leadership and operations management for two Florida sites. Affected positive change in process design, employee effectiveness, training and development, and technology selection and usage. Developed Standard Operating Procedures, KPIs, divisional policy, and quality assurance measures. Managed multiple departments, as well as vendor and partner relationships. PROCESS IMPROVEMENT: Developed and implemented process efficiencies that increased SLA attainment from 83% to a steady 95% in 5 months. TEAM DEVELOPMENT: Successfully groomed managers and team leaders to harness higher performance and a lower error rate from their teams through proper training, the development and use of work instructions, and effective coaching. Hired a higher degree of skilled employees for open positions, which helped raise existing employees' performance bar. Involved team members in root cause analysis, solution development, and decision making, resulting in increased accountability, job satisfaction, and engagement.

Recruited by Chief Executive Officer and given the directive to turn around a severely underperforming department by decreasing delivery failures and enhance the client’s experience. Client Satisfaction: Realized a reduction in client escalations by 72% over previous year, through client engagement, best practice implementation, training initiatives, root cause analysis, and solid first contact resolution performance.Continuous Improvement: Implemented process and application efficiencies that resulted in a 66% reduction in delivery failures over the previous year, and exceeded aggressive service delivery performance goals. This resulted from understanding the current state, designing the desired state, developing and executing plans to close the gaps. The team ultimately achieved a consistent and admirable 99.7% rate of Service Level Agreement attainment, greatly enhancing the customer experience. Client Retention: Prevented further business loss by meeting with executives associated with key clients to convey my 90-day improvement plan. I executed plan within defined timelines, successfully addressing key service delivery issues, and retained all impacted clients.Team Development: Engaged team in departmental transformation solution development. After mentoring, coaching, grooming, and enrolling team members in targeted training, the team is engaged, thriving, and members are now widely regarded as Subject Matter Experts. Process Improvements: Materially enhanced key departmental application to facilitate exception management, employed Lean methodologies, created aggressive goals, and groomed teams (including managers) for success. All of which led to an increase in on-time registration renewals from 88% to 99.5% (one year), increased on-time responsiveness to departmental inquiries from 56% to 94% (one year), and a decrease in escalations by 70% (6 months).Personal job performance exceeded management expectations year over year

Identified and managed cross-functional process improvement projects utilizing Lean, Six Sigma, and general process improvement methodologies. Charged with increasing organizational efficiency. Additionally, recruited by Chief Executive Officer to provide on-site consultation service for major Fortune 500 clients. ORGANIZATIONAL DISTINCTION: Appointed to LeasePlan’s inaugural High-Potential Leadership Development Program. ORGANIZATIONAL LEADERSHIP: Co-led cross-functional process improvement training program, creating over $300K in annual savings. Provided mentorship throughout the process and prepared mentees for executive-level project presentations. PROCESS ANALYSIS & CONSULTATION: Conducted on-site Return on Equity (ROE) consultation for key clients. Conducted in-depth process analysis and documentation, provided recommendations to eliminate waste, decrease process variability, and optimize service. Presented findings to client’s senior-level executives. GLOBAL STANDARDIZATION: Led initiatives to harmonize key business processes between LeasePlan USA and the Netherlands.

Initially worked with LeasePlan on a six-month contract (6/2006 to 12/2006). Offered a full-time position as Manager, Client & Corporate Metrics when the project was completed in half the expected time. Tasked by Senior VP of Client Relations to reengineer the issue tracking software and supporting processes to address company-wide subpar responsiveness to client inquiries.PROCESS ANALYSIS: Established and led cross-functional teams to assist in the evaluation of 1K+ processes. Won buy-in from hesitant departments through relationship building, influence, and effective change management strategy. SYSTEM REENGINEERING: Enhanced Customer Relationship Management application and supporting processes. Instituted a 3-tier classification for each type of inquiry and associated an Operational Level Agreement (OLA) by inquiry type to provide a consistent resolution timeframe. Developed KPIs as well as internal and client results-based reporting. Devised a communication and training plan and implemented organizational training on the new protocol. COMPANY-WIDE RESPONSIVENESS IMPACT: Improved on-time responsiveness to internal and external issues from 59% to 87% in 15 months, positively impacting client satisfaction.

QUINTILES LABORATORIES, LTD Developed and managed global workflow applications for laboratories in the Americas, Europe, Asia and South Africa in accordance to the Software Development Lifecycle (SDLC) and project plan timelines. Developed global processes with a focus on continuous improvement practices. Engineered requirement & functional specifications, impact analysis, and User-Acceptance Testing (UAT) documentationCreated SAP Crystal Reports Worked closely with executive level personnel worldwide to design and implement global applications, while managing the expectations of stakeholders and end usersTrained global associates on new software releases and updated documentation for future reference