Resume

Summary

  • A seasoned contact center veteran with over 10 years of experience in multiple facets of contact center management
  • Involved with Vendor Relations since very early in contact center career on both sides
  • Strengths in operational consultancy as well as long-range strategic contact center planning including site selection
  • Strong background in Workforce Management and Call Center Analytics
  • Demonstrated experience in Project/Program Management as it relates to Software/Hardware Installs as well as Design, Procurement and Construction of Contact Centers
  • Proven experience in challenging existing business processes and working to guarantee that only the best plans are executed

Experience

Alltel (acquired by Verizon Wireless 1/4/09) 12/28/2004 – Present

Consultant – Customer Service Support (Resource Management) 1/4/2009 – Present

  • Conducted continuous strategic review of Alltel/Verizon Wireless Conversion plan and oversaw tactical execution of that plan.
  • Acted as liaison between executive leadership, training, resource management and operations through the strategic plan and tactical execution.
  • Acted as single contact point for EPMO, IT PMO, Training, Resource Management as well as Channel Ownership and local Operations to ensure that all systems, facilities, materials, and schedules were set-up, tested and ready.
  • Provided operational insight to Verizon Wireless strategic planning and resource management organizations.

Project Manager – Call Center Support 2/6/2006 – 1/4/2009

  • Built and maintained a 3- and 5-year strategic plan to optimize call center operations
  • Responsible for $10m+ annual capital project budget
  • Responsible for $32m+ annual operational expense budget
  • Project managed ~150,000 square feet of build-out/remodels of call center space in 4 locations
  • Served as Point of Contact for Alltel’s National Real Estate vendor
  • Built reporting hiring plan and capacity modeling to help target hiring in locations with low cash cost per call
  • Oversaw the vendor selection process and owned the vendor relationship for all call center facility related vendors.  In this capacity was able to reduce the number of vendors by leverage contracts and created savings of $100,000 per year
  • Served as Operational Consultant for overall center performance by leveraging relationships with Process Improvement, Training, Quality and Operations at all levels.

Interim Manager – Call Center Performance 6/16/08 – 9/12/08

  • Managed team of 4 programmers/developers and 4 maintenance programmers
  • Responsible for oversight and communication of Call Center Performance project pipeline
  • Served as Point of Contact for operational staff for escalation items
  • Interfaced with National Information Warehouse and Marketing Analytics teams
  • Oversaw implementation of OLAP reporting/web-dashboard technologies

Workforce Management Senior Analyst 10/3/2005 – 2/5/2006

  • Project Managed the transition from Blue Pumpkin 3.3 to Aspect eWFM 6.4
  • Drafted Business Processes and Training Information for Aspect eWFM 6.4
  • Served as the Software/Hardware Environment Owner for an eighteen server environment
  • Conducted regular site visits to remote sites to conduct process improvement reviews and eWFM training
  • Managed the relationship with all Workforce Management related vendors

National Traffic Desk Supervisor 12/28/2004 – 10/2/2005

  • Responsible for Blue Pumpkin and eWFM Hardware and Software and associated Environments
  • Managed the selection process of the Workforce Management vendor
  • Managed the relationship with all Workforce Management related vendors
  • Served as the Sub-Plan Owner for the WorkForce Management Group in items related to Mergers and Acquisitions projects
  • Worked with the National Traffic Desk to assist in the managing of cloud-level Service Levels through Intra-Day Management
  • Responsible for reporting and automation of various day-to-day tasks

StarTek 7/2001 – 12/22/2004

National Business Manager 10/2003 – 12/22/2004

  • Managed cloud level metrics for all Lines of Business holding each of the fifteen sites responsible for productivity targets
  • Worked with Sr. Executive Management to maintain all site/enterprise capacity planning
  • Worked with Finance, Site Management, and Senior Management to establish revenue targets and to ensure compliance with targets
  • Assisted with annual budgeting process as it related to Local Resource Planning and the Local Business Managers
  • Served as an indirect manager for all LRP/Business Managers across all sites
  • Work with the National Traffic Desk to ensure cloud-level revenue targets are met on a day-over-day basis
  • Oversaw the migration of eWorkforce Management from a SQL platform to an Oracle Platform
  • Travel to all existing US and Canadian sites to conduct regular site/personnel reviews
  • Built and maintained a national key performance indicator database to track all site/cloud/enterprise metrics
  • Oversaw or assisted with a corporate-wide Process Improvement regarding Customer Invoicing, identifying approximately $1m in invoice errors annually
  • Project Managed the WorkForce Management Sub-plan for two new site launches in the United States

National Resource Planning Intraday Specialist 4/2003 – 10/2003

  • Support all Local Resource Planning (LRP) personnel across all US and Canadian centers
  • Manage cloud level metrics for all Lines of Business supported
  • Re-wrote all LRP/Workforce Management training materials
  • Work with Sr. Executive Management to create and maintain all site/enterprise capacity planning
  • Travel to all existing US and Canadian sites to conduct regular site reviews
  • Project Managed the WorkForce Management Sub-plan for three new site launches (including two in Canada)
  • Responsible for training all new LRP Personnel
  • Acted as the chief liaison between LRP and Sr. Executive Management
  • Built and maintained a national key performance indicator database to track all site/cloud/enterprise metrics
  • Project Managed the WorkForce Management Sub-Plan for a major reporting overhaul project
  • Plan and manage all travel for individuals traveling from local sites in relation to Resource Planning duties

Local Resource Planning Intraday Specialist 8/2002 – 4/2003

  • Managed Intraday performance for five clients
  • Track Call Curve changes and adjusted staffing levels accordingly
  • Train 50% of all new Intraday Specialist/Support personnel enterprise-wide
  • Assisted in the creation of training documentation as well as outlining of training agendas for all LRP Training
  • Justify all productivity changes week over week.  In this role was able to work with Operations Management to increase Productivity by 18% in 4 Months while decreasing headcount by 7%
  • Responsible for the justification of monthly invoicing and the budgeting of monthly/quarterly Agent and Training Expenses.  In this capacity was able to identify a major invoicing error that netted a $35,000 increase in invoicing per month.
  • Manage a staff of eight across two sites
  • Oversaw the implementation of a new client and two new lines of business
  • Repeated travel to other sites to share best practices and provide on-the-job training
  • Assisted with the initial rollout of five new sites
  • Hosted visiting dignitaries from potential clients, existing clients and majority shareholders providing an overview of National/Local Resource Planning
  • Built site-level reporting to track changes in Headcount, Attrition, Productivity, and Key Performance Indicators.  Was instrumental in the sharing of these reports across the Teleservices platform.
  • Built site-level agent reporting called the Daily Agent Productivity Report.  This report utilizes a Web Interface to an Access Database to provide Operations Management with essential Agent-Level Key Performance Indicators.  This report was utilized in several other sites, and received recognition from the Chief Operating Officer and Chief Executive Officer.

Supervisor 3/2002 – 8/2002

  • Oversaw a team of up-to 25 people.
  • Consistently exhibited strong quality performance
  • Developed a Nesting program that became corporate standard
  • Acted as interim Training Manager

Customer Care Representative 7/2001 – 3/2002

  • Provided customer support for a major US wireless telecommunications company

West Teleservices 4/2000 – 11/2000

Tier II Technical Support Technician for DirecTV

  • Provided second-level technical support for a major US satellite television provider

TCIM Services, Tulsa, OK 7/1998 – 2/2000

Assistant Branch Manager for Consumer Affairs 7/1999-2/2000

  • Responsible for all daily operations of a 300 seat outbound call center
  • Assisted in the development of several quality/performance recognition initiatives
  • Managed multiple projects for several credit card companies
  • Managed a bilingual project for a major telecommunications company
  • Managed a pilot program with a major telecommunications company which contributed to $300k in annual revenue increases through the sales of Landline Local and Long Distance services
  • Managed a staff of 15 that included Supervisors, Quality Assurance Specialists, and Trainers
  • Handled all Client Monitoring Sessions
  • Responsible for daily QA In-house Monitoring Sessions
  • Worked one on one with clients, account managers, senior management
  • Responsible for completion of daily reporting including hours billing, production reports, payroll reports, temp time, summaries of shifts, Call Flow analyses, and Scheduling analyses
  • Approve Schedules, Time Off Requests, etc.
  • Assisted in calculating Monthly Agent/Training expenses and oversaw $500k in monthly revenues.

Supervisor 5/1998 – 7/1999

  • Managed team of approximately 25 people
  • Coordinated initial calling on 3 projects, all of which were successful in the first week
  • Handled all payroll issues
  • Performed routine quality assurance checks

Telephone Sales Representative 4/1998 – 5/1998

  • Marketed products for several clients
  • Performed routine clerical duties
  • Consistently maintained high quality scores and low talk times

Education

  • PhD in General Business, Capella University, in progress to be completed by June 2012
  • Masters of Project Management, Keller Graduate School of Management, June 2009
  • Bachelor of Music in Composition, Oral Roberts University, Tulsa, OK, May 2001

Software Packages

  • Aspect eWorkForce Management 6.0+ (including the back-end architecture and database structures)
  • Aspect eSchedule Planner
  • Aspect Real Time Adherence
  • Blue Pumpkin 3.3
  • Microsoft Office (all products with expert skills in Excel)
  • Microsoft Project
  • Basic understanding of SQL and ORACLE database structures
  • Basic understanding of Systems Architecture with specific linkages to Aspect ACDs and Cisco ICM

Memberships

  • Project Management Institute (PMI)
  • PMI SIG – IT and Telecom
  • PMI SIG – Students of Project Management

Volunteer Work

PMI

  • Practice Standard for Risk Management
  • Project Management Body of Knowledge – 4th Edition

PMI – Agile Forum

  • Steering Committee
  • Knowledge Base Sub-Committee – oversight of efforts to create a knowledge base of collegiate research regarding Agile Project Management.

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