Assisted with Gridiron’s acquisition of Pick-6 Sports as their flagship merger partner driving formulation of a nationwide sports organization. Works directly with CEO, traveling across the U.S. to acquire and onboard leagues. Established new organizational policies, processes and Best Practices. Built-out a new call center in Dallas; worked with vendors on equipment, computer, and telephony installation; managed the customer care team. Works with Business Development to develop new locations and evangelize the Gridiron Football brand across the country. • Launched new website/technology platform. Manages team handling data transfer, analysis and interpolation. • Has onboarded 50+ leagues to Gridiron’s platform; website and database, including stats and data transfer. • Interfaces with company Board and investor groups, providing data analysis and insights, collaborating on strategic direction supporting sustainable growth, cogent governance and development decisions.

Charged with managing relationships with device simulators to help drive ongoing product quality and improve CX for T-Mobile customers. Owned phone provider relationships to help manage device launches and develop training for front-lines T-Mobile employees. Entrusted to manage B2B product launches levering leading edge technologies. • Improved customer engagement to double and triple traffic to Online support areas. • Worked with device manufacturers to resolve mid-launch technical issues, up-levelling product efficacy. • Launched IoT products, including a vehicle device plug-in tracking car performance and safety, and a product assisting businesses with fleet management.

Unique youth sports organization offering inclusivity (all ages, genders), safety-conscious approach, and low sign-up costs. Completed competitive/gap analysis to develop an organization offering what people were looking for; safety, inclusivity, and cost-conscious sign-up fee structures. Managed budgets and completed ongoing financial analysis; oversaw training and customer service functions. • Developed partnerships with Marcus Trufant and the Seattle Seahawks, holding tournaments and events staged in high profile locations (V-Mac Practice Center), etc. • Furthered community presence by partnering with schools, youth organizations and city parks/recreation departments. • Successful crisis management strategies during Covid included engaging with customers and appeasing with future credits to stave-off cancellations. • Grew to become the largest NFL Youth Flag Football organization in Washington; expanded to presence in five states (Washington, Oregon, Utah, Idaho, N. California), serving 15,000+ kids and their families.

Led a division of 21 analysts; team of five direct reports generating site-level operational insights to drive optimal call center performance. Pulled and analyzed data from multiple systems, and reported results to C-Level executive team. • Led a business-critical service center consolidation in the wake of T-Mobile’s aborted merger with AT&T. Completed thorough business intelligence due diligence, including workforce planning/staff allocation analysis. • Successfully addressed employee notification and relocation issues, lease concerns and negotiations with local municipalities to resolve incentive agreements. Efforts culminated in the successful closure of seven call centers and delivery of $70M annual savings. Lauded by executive leadership for accomplishing a seamless transition that included a high percentage of employee job relocations.

Oversaw customer service call center performance across 54 locations (24 company-owned, 30 service partners). Worked cross-functionally to resolve issues impacting service delivery, reporting regularly to C-Level leadership. Charged with managing company’s real estate portfolio of 24 call centers, developing strategic build plans, cost-effective leasing strategies, and coordinating management of facilities nationwide. • Directed project managers handling capital renovations of $2M to $12M. Managed complex incentive programs through municipalities, ensuring all commitments met. • Winner of Peak Achievement Award for excellence in managing the call centers (service levels, system uptime, etc.)—emblematic of Top 100 employee status across the company. • Recognized with Inner Circle Award, the top honor in all of Customer Service, for work on AT&T merger, and Power Zone Award, a departmental citation.

Oversaw operational performance for 10 lines of business across 10 service partner call centers—a $100M business segment with 3,000 FTEs. Worked cross-functionally to develop staffing and call center strategies enabling delivery of world class service.

Responsible for managing operation performance of five Service Partner (SP) call centers with 1500 FTE. Assisted in launching 4 new sites and converting 5 different lines of business at SP locations. Drove center KPI results by developing SMART action plans to achieve/exceed metrics, while ensuring predictable results which resulted in a Service Partner with both of their sites at a 3.0 quality. Instilling the "I am T-Mobile" philosophy in site management via accountability for living/demonstrating T-Mobile values. Inspecting compliance to T-Mobile standards via site visits. Work with National Resource Planning to manage forecast. Partnered with National Resource Planning and Technical Care management on overall transition plan for Tier 1 Technical Care calls and service level strategy.

Report directly to the Director of Technical Care (TC). Developed 2005 TC Strategy model and produced monthly analysis with recommendations on labor movement. Member of the Technical Care reorganization project responsible for building strategy regarding seating capacity, volumes, and ramp plan. Supervised continuing education training plan for TC which included prioritization of future training. Coordinated Service Level recovery plan in Jan 2005, which resulted in a 30% improvement in Service Level in 30 day period. Managed Tech to Tech relationship with 3rd party vendors, such as RIM, HP, and Danger. Designed and implemented a daily Dashboard report, which allowed front line managers to quickly review key performance indicators. Successfully lead project team to develop Tier 3 training materials. Developed a Survey application for Customer Care West, which was enhanced by a management front end to run automated reports. Partnered with the Sales to develop improved support model for business customers.

Responsible for reporting, analysis, and performance of key performance indicators of the two outsource vendors for Technical Care. Partnered with vendor management to define and implement action plans to improve key operational metrics. Performed site visits to vendor location to audit compliance of call handling procedures, prescribed training, and audit of inventory. Designed and implemented the Daily Handset Report to provide company wide visibility into Tier 2 operational metrics per device such as: Calls per handset, Resolution rates per handset, and Tier 2 support cost. Report based information off of multiple data sources, such as Remedy and Avaya CMS.

Manage a virtual team of 14 - 19 employees across 2 different call center locations that average 500,000 calls per month, with 500 call center seats. Responsible for reporting, analysis, and real time performance of Customer Services key performance indicators. Direct and coordinate call center communication, crises management, labor reallocations, and changes to call routing to ensure KPI goals, such as service level and abandon percentage, are achieved on a daily basis. Implemented an automated queue management process, which improved customer experience by reducing standard deviation in average speed of answer from 161 seconds to 60 seconds and reduced labor cost by $90,000, while increasing agent utilization. Standardized processes and realigned duties within department to allow creation of a virtual team, which resulted in a reduction of 4 FTE. Constructed a centralized reporting team responsible for new report development, creation of custom Blue Pumpkin/Avaya CMS reports and production of all Customer Service reports. Automated labor-intensive reports via Visual Basic scripting, and database construction, which led to an increase in report accuracy, and eliminated 120 hours of report assembly time per month. Devised tactical contingency plans for call center system outages, high call volume, or low staffing. Designed and implemented a weekly Dashboard report, which allowed for visibility to all levels within the CS organization. Facilitated weekly trends meeting for CS management, which covered analysis on KPI. Serve as Customer Services Engineering Liaison.

Managed a 24 x 7 Customer Service Technical Support department of 5 supervisors and 60 call center agents that provided Tier 1 and 2 support. Implemented migration of Tech Support to a primary Tier 1 support department, which reduced overall AHT on technical support calls by 7 minutes per call. Facilitated and organized intensive knowledge refresher training that instilled basic troubleshooting fundamentals, which increased quality scores an average of 7%. Constructed a test phone station as a resource for agents, which led to a 120 second AHT decrease on phone programming calls. Worked closely and effectively with Product Development and Engineering on new products, switch, and voicemail conversions.

Supervised a 24 x 7 Customer Service Technical Support team of 14 - 20 representatives that provided Tier 1 and 2 support. Lead on the Foreign Roamer Proposal, which implemented a new process for handling foreign roaming calls, which reduced overall AHT on this call type by 9 minutes. Worked with Engineering to increase department's switch access, which resulted in decreasing the departmental AHT by 64 seconds. Facilitated 8 Engineering training modules, which increased technical knowledge and reduced employee churn. Planned and implemented a Ready Reserve team for the Summit (Amdocs) Billing Conversion, which accelerated the turnaround time for updating customer records in the switch from 24 hours to 2 hours. Proposed and implemented the transition of phone programming calls to Technical Support, which allowed the customer issue to be resolved over the phone instead of being referred to their local sales office.

Handled numerous calls from external customers and sales representatives on resolving issues regarding cellular service.